CREATINGVALUE IN PROJECTMANAGEMENT USINGPRINCE2

Aresearchprojectundertakenby QueenslandUniversityofTechnology(QUT) Sponsoredby: APMGroupLtd(APMG) OfficeofGovernmentCommerce(OGC) TSO

Version1.00

TABLEOFCONTENTS
Forward....................................................................................................................................................i EXECUTIVESUMMARY............................................................................................................................ii CHAPTER1INTRODUCTION.................................................................................................................1 ResearchGoal.....................................................................................................................................1 Structure.............................................................................................................................................1 QUTResearchTeam............................................................................................................................2 CHAPTER2RESEARCHDESIGN.............................................................................................................3 SelectionofaResearchMethodologyConceptMapping................................................................3 Criteria............................................................................................................................................3 ConceptMapping............................................................................................................................3 ResearchGroups.................................................................................................................................4 MajorFocusQuestions.......................................................................................................................4 ResearchSample.................................................................................................................................5 SamplingFrame..............................................................................................................................5 SamplingStrategy...........................................................................................................................5 SampleSize.....................................................................................................................................5 SampleDemographics....................................................................................................................5 Surveys................................................................................................................................................6 BrainstormingandIdeasAnalysis.......................................................................................................7 StructuringandInterpretationPhases...............................................................................................7 Ranking ...........................................................................................................................................7 . Sorting.............................................................................................................................................8 ClusteringandConceptInterpretation...........................................................................................9 DataCollectionandAnalysisTools...................................................................................................10 DataCollection..............................................................................................................................10 DataAnalysis.................................................................................................................................10 MultidimensionalScalingMapAssessment .....................................................................................11 .

 Reliability ..........................................................................................................................................11 . Validity..............................................................................................................................................11 CHAPTER3DISCOVERYANDFINDINGS .............................................................................................14 . PRELIMINARIES .........................................................................................................................................14 . SurveyStatistics................................................................................................................................14 ConceptMaps...................................................................................................................................14 ConceptThemes...............................................................................................................................15 MultidimensionalScalingStatistics...................................................................................................15 Reliability ..........................................................................................................................................15 . Validity..............................................................................................................................................16 PresentationofFindings...................................................................................................................16 InterpretationofIdeaRankings........................................................................................................16 AssumedParticipantKnowledge......................................................................................................16 PrudentComparison.........................................................................................................................17 PRINCE2 ................................................................................................................................................17 . PRINCE2ConceptMaps....................................................................................................................17 RelativeImportanceofPRINCE2IssuesConcepts............................................................................17 Framework/ManualTheme..............................................................................................................18 Issues.............................................................................................................................................18 ExistingFeatures...........................................................................................................................19 ProposedFeatures........................................................................................................................20 ProblemsandIssuesOrganizationalNotMethodological.............................................................21 ProjectBoards/SponsorsTheme......................................................................................................21 Issues.............................................................................................................................................21 ProjectGovernance..........................................................................................................................22 Issues.............................................................................................................................................22 ProjectBoards/SponsorsandProjectGovernanceThemes.............................................................22 Features........................................................................................................................................22

 OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................23 IssuesOrganizationalPMCompetencyandProjectTeamCompetencyThemes .....................23 . IssuesProjectTeamCompetencyTheme..................................................................................24 FeaturesOrganizationalPMCompetencyTheme.....................................................................24 FeaturesProjectTeamCompetencyTheme..............................................................................25 Tailoring/EmbeddingTheme............................................................................................................25 Issues.............................................................................................................................................25 Features........................................................................................................................................26 OTHERPROJECTMANAGEMENTFRAMEWORKS...........................................................................................28 OtherConceptMaps.......................................................................................................................28 RelativeImportanceofOtherIssuesConcepts............................................................................28 ExistingversusRecommendedFeatures..........................................................................................29 Framework/ManualTheme..............................................................................................................29 Issues.............................................................................................................................................29 Features............................................................................................................................................31 ProjectGovernanceTheme..............................................................................................................33 Issues.............................................................................................................................................33 Features........................................................................................................................................35 OrganizationalPMandProjectTeamCompetencyThemes............................................................36 Issues.............................................................................................................................................36 FeaturesOrganizationalPMCompetencyTheme.....................................................................36 FeaturesProjectTeamCompetencyTheme..............................................................................38 Tailoring/EmbeddingTheme............................................................................................................38 Issues.............................................................................................................................................38 Features........................................................................................................................................39 CHAPTER4CONCLUSIONS.................................................................................................................40 CONCLUSIONS...........................................................................................................................................40 ConceptMapping..............................................................................................................................40

 ReliabilityandValidity ......................................................................................................................40 . ConceptThemes...............................................................................................................................40 Framework/ManualTheme..............................................................................................................41 ProblemsandIssuesOrganizationalversusMethodological.........................................................42 ProjectBoards/SponsorsandProjectGovernanceThemes.............................................................42 OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................44 Tailoring/EmbeddingTheme............................................................................................................44 PRINCE2LearningfromtheOtherExperience.............................................................................45 CHAPTER5RECOMMENDATIONSANDFURTHERRESEARCHOPPORTUNITIES.................................46 FURTHERRESEARCHOPPORTUNITIES............................................................................................................47 BIBLIOGRAPHY......................................................................................................................................48 Appendix1:QUTResearchTeam.........................................................................................................50 Appendix2CrossReferencebetweenConceptThemesandConceptMapConcepts..................52 Appendix3ConceptMaps.................................................................................................................53 Appendix4ConceptStatistics............................................................................................................62 Appendix5ConceptMapMultidimensionalScalingandReliabilityStatistics..................................63 Appendix6ConceptMapData..........................................................................................................66 PRINCE2IssuesConceptMapData......................................................................................................67 PRINCE2FeaturesConceptMapData..................................................................................................70 OtherIssuesConceptMapData.........................................................................................................72 OtherFeaturesConceptMapData ....................................................................................................75 .

ForwardbytheSponsors:
BestManagementPractice OGC,APMGroupandTSO
ThisimportantresearchispublishedatacriticaltimeinthehistoryofPRINCE2.Theworldsproject managersareunderincrediblescrutinyandpressuretoensuretheirprojectsdeliverqualityontime andonbudgetandevenmoresoduringaworldrecession.TheresearchshowsthatPRINCE2goes alongwaytohelpingthemachievethesegoals. AlthoughitsoriginsbeganintheUK,PRINCE2nowhasatrulyinternationalreach.Wearedelighted thattheQueenslandUniversityofTechnology(QUT)hasundertakenthisglobal,thoroughand informativeresearchproject.Whileithighlightsthestrengthsofthemethodologyitself,thereport alsolooksatthechallengesorganisationsfacewhenusingaprojectmanagementmethodsuchas PRINCE2. Weresurethechallengeswillresonatewithprojectmanagersaroundtheworld.Securingexecutive supporttochampiontheadoptionofPRINCE2,creatingarobustbusinesscaseandprioritising projectgovernancearekeyissuesthatallprojectmanagerswillgrapplewithduringtheircareer. Theresearchalsoshowsthattobethoroughlyeffective,organisationsneedtoproperlyembed PRINCE2andtailorittosuittheirparticularcircumstances.Manysuccessfulorganisationshave soughttheeffectivehelpofaccreditedconsultingorganisationstoassistthemindevelopinga programmetotailorandinculcatethismethodintotheirorganisationalculture.Thelatestversion incorporatesawholechapterontailoringPRINCE2. WebelievethatthepublicationofPRINCE2DirectingSuccessfulProjectsusingPRINCE2andthe developmentoffurthersupportintheformofmaterials,mentoringandtrainingforsenior executiveswillbeofsignificantbenefittocontemporaryprojectbasedorganisations.TheAPM GrouphasalreadydevelopedaqualificationforsponsorsinconjunctionwiththeUKsHomeOffice tohelpwiththis. Ifyouwouldlikefurtheradviceorifyouhavefeedbackregardingthisresearchpleasecontact APMG:www.apmginternational.comforfurtherdetails.

JonathanShebioba
PrivateSecretarytoCEO OGC

AlanHarpham
Chairman APMGroup

DavidHowell
ClientServicesDirector TSO

EXECUTIVESUMMARY
UnderthesponsorshipoftheAPMGroupUKLtdworkinginconjunctionwiththeUKGovernment OfficeofGovernmentCommerceandTSO,amultidisciplinaryresearchteamfromtheQueensland UniversityofTechnology(QUT)hasundertakenoneofthefirstempiricalstudiesintotheimpactof
PRINCE21onprojectperformance.TheresearchstudywasentitledCreatingValueinProject

ManagementusingPRINCE2.Forcomparison,thestudyalsoconductedparallelresearchonthe impactofotherunspecified(nonPRINCE2)contemporaryprojectmanagementframeworkson projectperformance. StudyparticipantsinthePRINCE2andOtherresearchgroupswereallexperiencedproject managerswhohaverecentlyappliedPRINCE2orotherprojectmanagementframeworks respectively.Thestudyparticipantsweredrawnfromadiverserangeofindustries(including InformationandCommunicationsTechnology,Construction,andTransport)acrossthreemajor geographicalregions(UnitedKingdomandEurope,UnitedStates,andAustralia). ThestudyusedacomprehensivemixedresearchmethodologyknownasConceptMapping. Conceptmappingcombinesthereceptivenessofqualitativeanalysistotheunstructuredand nuancedopinionsofparticipants(includingbrainstorming,sortingandranking),withthestatistical rigourofquantitativeanalysis(includingmultidimensionalscalingandclusteranalysis)toextract andrankthelatentconceptswhichstructureparticipantssubjectiveperceptions.Theresultsare convenientlyillustratedinaconceptmap. Morespecifically,thestudyfocusedontwocriticalquestions: WhatproblemsorissuesadverselyaffecttheutilityofPRINCE2andotherproject managementframeworksinsuccessfullydeliveringprojects? Whatexistingorrecommendedfeaturesdoorwouldmitigate(orresolve)theseproblems andissues?

PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomand

othercountries.

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 Collectively,theconceptmapssuggestthatparticipantssubjectivelyframetheirperspectivesonthe tworesearchquestionsaroundsixmajorthemes: Framework/Manualtheparticularprojectmanagementframeworkincludingitsassociated documentation ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance OrganizationalPMCompetencyorganizationalcompetencyinsuccessfullyintroducingand implementingtheparticularprojectmanagementframework ProjectTeamCompetencyprojectmanagerandprojectteamcompetency Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext (tailoring)andtothecorporatecontext(embedding). TheresearchfoundthatPRINCE2isperceivedasaveryrobust,comprehensiveandpragmatic projectmanagementframework,whichunderwritesprojectsuccess.Indeed,existingfeaturesof thePRINCE2frameworkandmanual2rankedveryhighinmitigatingperceivedproblemsandissues. Majorstrengthscitedincluded: Roleofthebusinesscaseinassuringcontinuingprojectviability Extensiveguidanceofferedonprojectgovernance Expansionofthetoleranceconcepttoencompasssixareas Comprehensivedefinitionofrolesandresponsibilities Productbasedplanningandproductfocusseddelivery Delegationofresponsibilitiestotheappropriatelevel Newchaptersontailoringandembedding.

ThiswasinmarkedcontrasttoresponsesfromthenonPRINCE2participantswhosubmitted numerousandsignificantissuesaboutprojectmanagementframeworkscurrentlyinuse,inareas suchas:requirementsmanagement(includingscopeandchangemanagement),businesscase definitionandmaintenance,riskmanagement,andineffectiveinitiationandcommissioning.

ManagingSuccessfulProjectswithPRINCE2&DirectingSuccessfulProjectswithPRINCE2

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 Primafacie,thePRINCE2frameworkandmanualappearstocovermanyofthecorresponding problems/issuesandfeaturessubmittedbythenonPRINCE2participants.Howeverfurther researchisrecommendedtoconfirmthissupposition. Moreover,thebenefitsofanagreedsetofprojectmanagementconceptsandadefinedproject managementlexiconwereveryevidentintheconsistencyofthePRINCE2responsescomparedto theOtherresponses. Notwithstanding,themajorareaofimprovementsuggestedtoPRINCE2frameworkandmanualis expandedcoverageofstakeholdermanagement. ThedominantfactorswhichparticipantsbelieveconstrainthesuccessofPRINCE2projectsare demonstrablynotmethodologicalbutorganizational.CriticismsrelatenottothePRINCE2 frameworkormanual,butrathertoorganizationalshortcomingsincludingpoorprojectgovernance andtheinabilityoforganizationstosuccessfullyintroduceandimplementPRINCE2.Ormore conciselyalackofprojectleadership. PRINCE2participantswereespeciallytrenchantintheirjudgementofProjectBoardeffectiveness. ProjectBoardmemberswerecriticisedfor:notunderstandingtheirrolesandresponsibilities,lacking experience,ornotpossessingthenecessarycompetency.ProjectBoardsmembershipwas sometimesdelegatedtostaffwhohadnodecisionmakingauthority.ProjectBoardswerenotusing theBusinessCasetoperiodicallyverifythecontinuingviabilityoftheproject.Seniormanagement wasalsochidedforitslackofcommitmentandleadership,andatendencytobypasstheProject Board.Moregenerally,organizationswerenotgivingsufficientprioritytoprojectgovernance. However,theproblemswithprojectgovernancedonotliewiththePRINCE2frameworkormanual. Indeed,thePRINCE2participantsrankedprojectgovernancefeaturesamongthegreateststrengths ofthePRINCE2frameworkandmanual,citedabove. ThenonPRINCE2participantsechoedsimilarsentimentsaboutthepoorqualityofproject governanceincludinglackoforunclearaccountabilities,poorleadershipandcommitmentfromthe seniorexecutive,cultureclashesbetweenstakeholdergroupscoupledwithnomeansofresolving disputes,andinadequateintegrationbetweentheprojectandotherorganizationallevels.

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 Onamorepositivenote,researchparticipants(andespeciallythePRINCE2participants)emphasis onorganizationalprojectgovernancemattersreflectsasignificantshiftinmindsetfrom operationallyfocusedtostrategicallyfocusedprojectmanagement. PRINCE2participantsreportedthatorganizationseitherdidnotknowordidnotpossessthe commitmenttoproperlyimplementPRINCE2.Thisappearstobesymptomaticofabroader quandary.OrganizationsarenotrecognizingandmanagingtheintroductionofPRINCE2asamajor organizationalchangeinitiative,takingintoaccountboththehardandsoftissuesincludingthe creationofaprojectmanagementculture. PRINCE2participantswerealsoconcernedthatmanyRegisteredPRINCE2Practitionershavelimited projectmanagementexperience.TomaintainandindeedextendthevalueofPRINCE2certification, participantsproposedthatanawardbedevelopedtorecogniseexperienceintheapplicationof PRINCE2.SimilarlythenonPRINCE2participantsarguedtheprimacyofexperience(bothdiversity anddepth)inrecruitingprojectstaff.Theyalsostressedthecriticalimportanceofongoing educationandtrainingindevelopingprojectmanagementcompetencynotjustintheclassroom, butthroughworkplacementoringandcoaching. ThebenefitoftherecentguidanceontailoringandembeddinginthePRINCE22009editionwas acknowledgedbythePRINCE2group.However,PRINCE2participantswantthatguidance expandedextendingcurrenttopicsandaddingnewtopics(e.g.forusewithnontraditional developmentanddeliverymethodologiessuchasagile).Inparticular,guidanceonembedding wouldassistorganizationsintroducingandimplementingPRINCE2.Currently,adviceonembedding isexcludedbecauseitfocusesonthecorporateorganizationandnottheindividualprojects (OfficeofGovernmentCommerce,2009a,p.97). Recognitionamongpractitionersoftheimperativefortailoringandembeddingissalutary.Itreflects aclearbreakfromthepastonesizefitsallapproach(Shenhar,2001).Italsoindicatesagrowing awarenessthatgreaterflexibilityandsensitivitytotheprojectmanagementenvironmentmakesa crucialcontributiontocompetitiveness. Tocombattheseproblemsandissues,PRINCE2participantsofferedthefollowingrecommendations whichlargelyreflectashiftinemphasisfromtheprojecttotheorganizationalcontext:

DevelopnewinitiativestoeducateProjectSponsors,ProjectBoardmembersandother seniorexecutivesabouttheimportanceofprojectgovernance,theircollectiveandindividual Pagev

 responsibilitiesforeffectiveprojectleadership,andmoregenerallyPRINCE2processesand products.ThismightalsoincludeacertificationprocessforProjectBoardmembers. DevelopnewanddetailedguidanceonhoworganizationscanintroducePRINCE2,but treatingtheimplementationasasignificantorganizationalchangeinitiativeencompassing bothhardandsoftissues.Thiswouldalsoincludedevelopingguidanceonembedding whichisnotcurrentlyaddressed,becauseittargetsthecorporatelevelratherthanprojects. ExtendthecurrentPRINCE2certificationtorecognisepractitionerswhobothunderstandthe frameworkandcanproficientlyapplyitinmanagingactualprojects. Wherepossible,implementationoftheserecommendationsshouldbuilduponexistingofferings suchastheProgrammeandProjectSponsorshipandChangeManagementqualifications.

RichardSargeantMBEOAM FacultyofBusiness QueenslandUniversityofTechnology Brisbane,Queensland,AUSTRALIA Web:www.qut.edu.au Email:richard.sargeant@qut.edu.au 4August2010

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CHAPTER1INTRODUCTION
Inthesecondhalfof2009,theQueenslandUniversityofTechnology(QUT)wasawardedaresearch contractfromtheAPMGroup(UK)LtdinconjunctionwiththeUKGovernmentOfficeof GovernmentCommerce(OGC)andTSO(formerlyTheStationeryOffice)toinvestigatetheroleof thePRINCE2projectmanagementframeworkinsuccessfulprojectdelivery.Theresearchstudywas entitledCreatingValueinProjectManagementUsingPRINCE2.Thisreportsummarizesthestudys researchdesign,analysis,findings,conclusions,recommendations,andfutureresearch opportunities.

ResearchGoal
ThegoaloftheresearchprojectwastoevaluatetheimpactofPRINCE2onprojectperformance. Toassurethebroadestpossibleapplicabilityoftheprojectoutcomes,researchparticipantswere drawnfromseveralcontinents/regions:UnitedKingdom,Europe,UnitedStatesandAustralia;and fromsimilarlydiverseindustrysectorsincluding:InformationandCommunicationsTechnology(ICT), Construction,andTransport,DefenceandR&D.Furthermore,asabasisforcomparisonparallel researchwascarriedoutonotherbutunspecifiedprojectmanagementframeworks.

Structure
TheFinalReportcomprisesfivechapters Introduction ResearchDesign DiscoveryandFindings Conclusions RecommendationsandFutureResearchOpportunities.

Thescopeoftheresearchisdeliberatelyverybroadtoensurethatthediversityofproblems/issues andfeaturesiscapturedforanalysis.AlthoughthereportconsidersbothPRINCE2andOther findings,theprimaryanalyticalfocusisonPRINCE2.Otherfindingsaredescribedbutareonly analysedtotheextentthattheycontributetotheinvestigationofPRINCE2.Theresearchteammay undertakefollowonstudieswhichinvestigateselectedPRINCE2topicsortheOtherfindingsin greaterdepth.

QUTResearchTeam
TheresearchwasundertakenbyaninterdisciplinaryteamdrawnfromtheQUTFacultyofBusiness andtheFacultyofBuiltEnvironmentandEngineering(SchoolofUrbanDevelopment). Theresearchteamconsistedof: RichardSargeantMBEOAM(ChiefInvestigator),FacultyofBusiness(Staff)andFacultyof BuiltEnvironmentandEngineering(PhDCandidate) ProfessorCarolineHatcherPhD,FacultyofBusiness AssociateProfessorBambangTrigunarsyahPhD,FacultyofBuiltEnvironmentand Engineering DrVaughanCoffeyDBA,FacultyofBuiltEnvironmentandEngineering DrJudyKraatzPhD(ResearchAssociate),FacultyofBusiness

ShortbiographiesoftheresearchmembersaregiveninAppendix1.

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CHAPTER2RESEARCHDESIGN
SelectionofaResearchMethodologyConceptMapping
Criteria Thestudyssuccessdependedinlargepartupontheselectionofaresearchmethodologywhichis compatiblewithboththenatureofprojectmanagementandtheopennessoftheresearchgoal. Projectmanagementoperateswithinacomplexwebofinteractionsbetweenpeople,processesand technologies.Itspracticeseldomlendsitselftoeitherasimpleormechanisticformulation.Asa result,itisimpossibletodetermineinadvancewhatfactorsthestudymustexamineinfulfillingthe researchgoal.Rather,theresearchmustbeginwithanexploratorystagewhichisreceptiveto multipleandsometimesconflictingparticipantperspectives.Qualitativemethodsarebestusedto freelyelicittheideasofexperiencedprojectmanagersduringthisstage. However,theseideaswillneitherstandalonenorhaveequalrelevance.Theywillcontain duplicationandoverlap.Theywillbeinterrelatedaroundlargerunderlyingorlatentconcepts whichstructureparticipantssubjectiveperceptionsconceptswhichtheresearchmustdiscover. Moreover,therelativeimportanceofindividualideastotheresearchgoalwilldiffer. Therefore,theresearchmethodologymustincorporatemechanismswhichsummarizetheseideas, rankthemaccordingtotheirrelativeimportancetotheresearchgoal,discerntheinterconnecting structures,andidentifythecorrespondinglatentconcepts.Herequantitativemethodscanadd statisticalrigourtothelatterthreeactivitiesandgeneralizetheresults.Atthesametime, qualitativemethodswillremainimportantinappraisingtheauthenticityandcredibilityofthe outcomessuggestedbyquantitativemethods. ConceptMapping Tosatisfytheserequirements,ConceptMapping(Kane&Trochim,2007)waschosenasthe researchmethodologyforthisstudy.Conceptmappingbeginswithaqualitativeexploratoryphase. Participantsareencouragedtobrainstorm(andfollowingtheusualrulesofbrainstorming withholdingevaluationof)thediversefactorswhichmaypotentiallyaffecttheresearchorfocus questions.Theseideasaresummarizedtoeliminateduplicationoroverlap.Participantsarethen invitedtorankandidentifytheinterrelationshipsbetweentheideasthroughsorting.Quantitative statisticaltechniques,inconjunctionwithexpertjudgement,minethecollectiveresultsofthe rankingandsortingactivitiestoextractthelatentconceptswhichstructureparticipantssubjective

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 perceptions.Importantly,conceptmappingdoesnotmeasureobservablebehaviours,butrather participantsperceptionsoftheeffectivenessofprojectmanagementframeworkswithintheir projectandorganizationalexperience. Morespecifically,conceptmappingentailssixmajorphaseswhicharesummarizedinTable1(Kane &Trochim,2007,pp.723)below.

Phase Purpose ParticipantsSelection Brainstorming IdeasAnalysis Structuring Description DevelopthefocusquestionstobeinvestigatedusingConceptMapping Selectanappropriate participant sample Generateandcollectparticipantsideas Summarizetheideasintoamanageablenumber Participantssortideasintopiles accordingtotheirperceivedsimilarity, andthenranktheideasbytheirimportancetosuccessfulprojectdelivery Interpretation Similarities andrankingsidentifiedbyparticipantsareanalysed,using multidimensionalscalingandclusteranalysis,toextractandprioritisethe keyconcepts Table1:ConceptMappingPhases

Thesephasesareconsideredingreaterdetaillaterinthischapter.

ResearchGroups
Forcomparison,tworesearchgroupswerecreated: PRINCE2groupconsistingofRegisteredPRINCE2Practitionerswithtwoormoreyearsrecent projectmanagementexperienceusingPRINCE2,and OtherFrameworksgroupcomprisingprojectmanagerswithtwoormoreyearsrecent projectmanagementexperienceusinganyotherprojectmanagementframework.

MajorFocusQuestions
TodeterminetheextenttowhichPRINCE2andOtherprojectmanagementframeworkscontribute toprojectperformance,theteamaskedbothresearchgroupstwomajorquestions: ProblemsandIssues:Whatproblemsorissuesadverselyaffectedtheutilityoftheparticular projectmanagementmethodology(PRINCE2orOther)insuccessfullydeliveringproject outcomes? ExistingandRecommendedFeatures:Whatexistingorrecommendedfeaturesmitigateor wouldmitigate(ifnotresolve)theseproblemsorissues?

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ResearchSample
SamplingFrame ThesamplingframeforthePRINCE2groupcomprisedexperiencedPRINCE2projectmanagers locatedintheUnitedKingdom,EuropeandAustralia,andworkingacrossadiverserangeofindustry sectorsincludingICT,Construction,andTransport.ThesamplingframefortheOthergroup consistedofexperiencedprojectmanagersusingaprojectmanagementframeworkotherthan PRINCE2,butinsimilarlocations(plustheUnitedStates)andsimilarindustrysectors.Themajor imperativeindefiningthesamplingframewastoensuregeographicandindustrydiversity.However tolimittheimpactofculturaldifferences,thegeographicspreadwaslimitedtothreeregions. SamplingStrategy Apurposivesamplingstrategywaspursuedwithinthesamplingframesdescribedabove.Morethan 500projectmanagerswereapproachedbytheresearchteamthrough: personalcontacts, PRINCE2accreditedconsultantsandtrainers, professionalorganizations, snowballing,and broadcaststhroughglobalwebsites.

SampleSize Thetargetsamplesizeforeachsurveywas20(R.Rosas,ConceptSystemsIncorporated,personal communication,13January2010).ThesamplesizewasrecommendedbyConceptSystems IncorporatedwhoseprincipalsincludeWilliamTrochimandMaryKanepioneersintheapplication ofConceptMapping(e.g.(Kane&Trochim,2007;Trochim,1985,1989a,1989b,1993;Trochim& Cabrera,2005;Trochim&Linton,1986).Thesamplesize,however,isnotsufficienttodraw conclusionsaboutindividualregionsorindustrysectorsthisisoutsidetheresearchscope. SampleDemographics Thecompositionofthesamplealongwithademographicsummaryindustryandregionforeach surveyroundislistedinTable2.

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Invited

Total

Aust ralia

UK

US

Europe Global ICT Construction Transport

Other (R&D, Defence)

SurveyRound1:ParticipantSelection(Over500initialrequestsmade) PRINCE2 119 Other 53 18 10 17 7 1 7 29 8 9 SurveyRound2ParticipantBrainstorming PRINCE2 Other 38 54 24 44 11 14 6 8 0 14 5 8 2 1 7 8 2 22 16 7 0 8 38 19 8 0 8 3 13 3 22 1

SurveyRound3ParticipantStructuring PRINCE2 Problems/Issues PRINCE2 Features Other Problems/Issues OtherFeatures 24 20 22 22 19 19 21 19 9 10 7 5 3 3 3 4 0 0 5 7 4 4 2 1 1 2 4 2 4 4 4 4 1 1 9 7 11 12 4 3 1 2 4 5

Table2:ResearchDemographics

Surveys
DatawascollectedinsevenparticipantsurveysadministeredinthreesequentialSurveyRounds describedinTable3.

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Round 1 Survey2A 2 Survey2B Survey3A PRINCE2 Other PRINCE2 Survey Survey1 GroupSurveyed All Purpose Selectappropriatelyqualifiedparticipants,allocate themto Participant thePRINCE2orOtherGroups,andcollectrelated Selection demographicsandexperienceinformation. Identifyproblemsorissuesexperiencedbyparticipantswith Brainstorming PRINCE2thatadverselyaffectprojectdelivery. Identifyproblemsorissuesexperiencedbyparticipantswith Otherframeworksthatadverselyaffectprojectdelivery. RankPRINCE2problemsorissuesbytheirperceivedimpacton projectdelivery.SortPRINCE2problemsorissues(derived fromallparticipants)accordingtotheirperceivedsimilarity. Rankfeaturesbytheirperceivedimpactonprojectdelivery. SortPRINCE2existingorproposedfeatures(derivedfromall participants)accordingtotheirperceivedsimilarity. Structuring RankPRINCE2problemsorissuesbytheirperceivedimpacton projectdelivery.SortOtherproblemsorissues(derivedfrom allparticipants)accordingtotheirperceivedsimilarity. Rankfeaturesbytheirperceivedimpactonprojectdelivery. SortOtherexistingorproposedfeatures(derivedfromall participants)accordingtotheirperceivedsimilarity. Type

Survey3B 3

PRINCE2

Survey3C

Other

Survey3D

Other

Table3:SurveyConducted

BrainstormingandIdeasAnalysis
TheBrainstormingphaseelicitedalargenumberanddiverserangeofideasonthetwofocus questionsfrombothresearchgroups.DuringtheIdeasAnalysisphase,theseideaswererationalized intoasmallernumberwhichresearchparticipantscouldcomfortablyrankandsortinlessthanone hour.ThenumberofideassubmittedduringtheBrainstormingphaseandthenumberof summarizedideascreatedduringtheIdeasAnalysisphasearelistedinTable4below.
ResearchGroup PRINCE2 Other FocusQuestions:Problems&Issues IdeasBrainstormed 96 194 IdeasSummarized 85 68 FocusQuestion:Features IdeasBrainstormed 75 126 IdeasSummarized 65 85 Table4:NoofProblems&IssuesandFeaturesSubmittedbyPRINCE2andOtherGroups

StructuringandInterpretationPhases
TheStructuringandInterpretationphasesoftheConceptMappingmethodologydeserve elaborationbecauseoftheircriticalroleinthemethodologyandtheircomplexnature. Ranking Anormalizedrankingisdeterminedforeachideaasfollows.Participantsrankeachideaaccording toitsimportancetoprojectdelivery.Arawrankingisdeterminedbycalculatingthemeanofall

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 participantsrankingsforthatidea.Finally,therawrankingsforallideaswithinaparticularconcept maparenormalizedonascaleof1(low)to5(high).Unlessotherwisespecified,thetermranking willmeannormalizedrankingthroughoutthisreport. Sorting Participantsthensortideas(e.g.problems/issuesorfeatures)intopilesaccordingtotheirperceived similarity.Ideascontainedwithinthesamepileareassumedtoberelatedorsimilar;ideasin differentpilesareassumedtobeunrelatedordissimilar.Participantsarefreetosorttheideasin anywaytheychoose.Thesimilaritiesidentifiedbyaparticipantaresummarisedinaparticipant similaritymatrix.Forexample,theexposedparticipantsimilaritymatrixontheleftofFigure1, indicatesthattheparticularparticipantsortedideas1,4and6intothesamepilea1isrecorded inthecorrespondingcellsoftheparticipantsimilaritymatrix. Theparticipantsimilaritymatricesaresummedtoformthegroupsimilaritymatrix.Thegroup similaritymatrixrecordsthenumberofparticipantswhoassessedeachsimilarity,whichisthenused tomeasuretherelativestrengthofasimilarity.Forexampleinthegroupsimilaritymatrixof Figure1,nineparticipantsassessedideas9and10assimilar;whereas,onlyoneparticipant consideredideas3and7assimilar,andallparticipantsregardedideas3and6asdissimilar.

Figure1:ParticipantandGroupSimilarityMatrices

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 ClusteringandConceptInterpretation Thegroupsimilaritymatrixisconvertedintoatwodimensionalmapusingthestatisticaltechnique multidimensionalscaling.Thedistancebetweenpointsreflectstheirperceivedsimilarity.The multidimensionalscalingmapfortheFigure1groupsimilaritymatrixisdrawninFigure2.Usingthe sameexamples,ideas9and10whichhaveahighgroupsimilarityof9areverycloseindistance; whereasideas3and7whichhavealowgroupsimilarityof1aresomedistanceapart. Finally,theconceptswhichunderpintheparticipantsperceptionsarecrystallizedasclustersof proximatepointsonthemap.Clustersareidentifiedusingacombinationofscienceandart(Guyon, vonLuxburg,&Williamson,2009),ormorespecificallystatisticsandexpertjudgement.Aninitial clusterconfigurationisdeterminedusingastatisticaltechniqueclusteranalysis.Thecluster boundariesarethenrefinedandtranslatedintoconcepts,usingexpertjudgementsay,intheform ofanexpertpanel.Figure2illustratesthefourclustersidentifiedfromthegroupsimilaritymatrix. Clusters1,2and3wouldbetranslatedintotheircorrespondingconcepts.However,the interpretationofCluster4wouldlikelybedeferredbecauseofitssingularcontent,untilmore informationwascollected.Therelativerankingofeachideaisindicatedbythesizeofthe correspondingpoint.Therelativeimportanceofaconceptismeasuredbytheconceptsranking, whichiscalculatedasthemeanofitsideasrankings.

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Cluster1

Cluster4(?)

Cluster2

Cluster3

Figure2:MultidimensionalScalingMap&ClusterAnalysis

DataCollectionandAnalysisTools
DataCollection Alldatawascollectedonlineusing: Zoomerangonlinesurvey(http://www.zoomerang.com/)forSurvey1 ConceptSystemsIncorporatedGlobalSoftware(http://www.conceptsystems.com/)for Surveys2A,2B,3A,3B,3Cand3D(seeTable3). DataAnalysis Thedatawasanalysedusing: ConceptSystemsIncorporatedGlobalSoftware(http://www.conceptsystems.com/)to createsimilaritymatrices,andtocarryoutmultidimensionalscalingandclusteranalyses

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IBMSPSSStatistics18(http://www.spss.com/)formultidimensionalscaling(PROXSCAL), andclusteranalysisKmeansandhierarchicalclusteranalysis Rlanguage(http://www.rproject.org/)scriptsfordatamanipulationandTrochims(1993) conceptmappingreliabilitystatistics TibcoSpotfireProfessional(http://spotfire.tibco.com/)fordatavisualisation.

MultidimensionalScalingMapAssessment
Inmultidimensionalscaling,stressstatisticsmeasurethefitbetweenthemultidimensionalscaling mapandthecorrespondingsimilaritymatrix.Ormorespecifically,howcloselythedistances betweenpointsinthemultidimensionalscalingmapreflecttheperceivedsimilaritybetweenthe correspondingideas(Borg&Groenen,2005,pp.3842).Inthisresearch,theparticularstress statisticStressIisusedandassessedintwoways.First,itmustfallwithinthenormativerange establishedbyTrochim(1993)andRosasandCamphausen(2007).Second,itmustnotexceedthe 1%cutoffthresholddefinedbySturrockandRocha(2000).MultidimensionalmapswithaStressI statisticfallingbelowthisthreshold,havelessthan1%probabilityofhavingnostructure(thatis beingmerelyarandomconfiguration).

Reliability
Formally,reliabilityisdefinedastheportionofmeasurementthatisduetopermanenteffectsthat persistfromsampletosample(Netemeyer&Sharma,2003).Orinotherwords,reliabilityasks whetherthesameresultwouldbereachediftheresearchwasrepeatedwithotherparticipant samples.However,reliabilitymeasuresusedinthetraditionalsurveyapproach(whichrequires respondentstoansweraseriesofclosedtestitems)arenotsufficientfortheconceptmapping methodology(Trochim,1993).Instead,Trochim(1993)hasdevelopedasuiteofreliabilitystatistics specificallyforconceptmapping.Normativerangesforthesereliabilitystatisticshavebeenderived fromalmosttwodecadesofconceptmappingexperience(Rosas&Camphausen,2007).

Validity
Becausethisstudyemploysamixedmethodology(combiningbothqualitativeandquantitative methods),thetopicofvaliditymustbeapproachedfromtwostandpoints.Thequalitativeresearch viewofvalidityisdifferenttothatofquantitativeresearch(Creswell,2009,p.190;Gloafshani,2003; Neuman,2006,pp.196197).Inqualitativeresearch,validityreferstotheauthenticity(Neuman, 2006,p.196)trustworthinessandcredibility(Creswell,2009,p.191)oftheresearchfindings.An importantstrategyistriangulationwhichdrawsfrommultiplesourcesorappliesmultipledata

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 collectionandanalysismethodsstrengtheningthecredibilityoftheresearchfindings(Creswell, 2009,pp.443453;Flick,2008). Ontheotherhand,inquantitativeresearchvaliditychecksthecorrespondencebetweenwhatis actuallybeingmeasuredandwhatispurportedtobemeasured(Bryman,2008,p.151).Validityis generallydividedintothreetypes:content,constructandcriterion(Abell,Springer,&Kamata,2009, pp.98101;Neuman,2006,pp.192194). Inassessingthevalidityoftheresearch,bothqualitativeandquantitativedefinitionswereputto use. Fromthequalitativestandpoint,thestudymadesubstantialuseoftriangulation.Asignificant numberofindependentparticipantswithdiverseexperiencewereconsulted,elicitingboth convergentanddivergentperspectives.Moreoverdatawascollectedusingavarietyofmodes includingbrainstorming,sortingandranking. Fromaquantitativestandpoint,theresearchmustshowthatwhatisbeingmeasuredthe problems/issuesandmitigatingfeaturesisbothrelevantandcomprehensivetotheresearch questions.Severalstepsareneeded. First,theresearchmustensurethatthemeasuresencompasstherelevantaspectsoftheresearch questions.Thisisreferredtoascontentvalidity(Neuman,2006,p.193)Althoughtherecanbeno guaranteethatallproblems/issuesandfeatureshavebeendiscovered,thebrainstormingactivity coupledwiththediversityofparticipants(e.g.geographicallyandbyindustrysector)ensuredthata substantialsetofcontrastingideaswasunearthed.Therelativeimportanceoftheseideas,with respecttotheresearchquestions,wasestablishedbytheparticipantsintherankingactivity. Second,theresearchmustdetermineifthemeasuresoperateinaconsistentmannertermed constructvalidity(Neuman,2006,p.194).Althoughthisismoreeasilyverifiedinpurely quantitativeratherthanmixedresearch,theintentofconstructvaliditywaspartiallydemonstrated. Theinterrelationshipbetweentheproblems/issuesorfeatures,againwithrespecttotheresearch questions,wasspecifiedbytheparticipantsinthesortingactivity.Theunderlyingconceptswhich structureparticipantsperceptionswerethenextractedfromboththerankingandsortingdatausing multivariatestatisticaltechniques.Theideaswhichpopulateeachconceptarethosewhichare believedbytheparticipantstomoveinsympatheticorsynergisticways.

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 Contentandconstructvaliditywerealsostrengthenedbytheperiodicinvolvementofresearchteam memberswhoareexperiencedprojectmanagers,inroundtablesduringtheIdeasAnalysisand Interpretationphases. Finally,criterionvaliditydependsonagreementwithotherindependentexternalmeasures,bothin thepresent(concurrentvalidity)andthefuture(predictivevalidity)(Neuman,2006,pp.193194). Concurrentreliabilityarisestoalargeextentfromthecommonperspectiveselicitedfromdiverse butindependentparticipantswhohavesubstantialexperienceinlookingatcurrentproblems/issues orexistingmitigatingfeatures.Predictivevalidityisalittlehardertodemonstrategiventhelimited durationoftheresearch.However,againitisexpectedthatparticipantsextensiveexperience containssubstantialpredictivevalueinidentifyingandassessingtheefficacyofrecommended features.

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CHAPTER3DISCOVERYANDFINDINGS PRELIMINARIES
SurveyStatistics
Thenumberofparticipantswhotookpartintherankingandsortingactivitiesofeachsurveyare listedinAppendix5,Table30.InboththePRINCE2IssuesandtheOtherIssuesconceptmaps,the numberofparticipantsintherankingandsortingactivitieswasdifferent.Ineachcase,oneofthe sortswasnotcompletedandwasthereforeexcluded.

ConceptMaps
Fourconceptmaps,listedinTable5,weredevelopedcoveringresponsestothetwofocusquestions ineachofthePRINCE2andOthergroups.
Description Problemsorissueswhichadverselyaffectedtheutilityof PRINCE2insuccessfullydeliveringprojectoutcomes. PRINCE2Features Existingorrecommendedfeatureswhichdoorwouldat leastmitigate,ifnotresolve,thePRINCE2problemsor issues. OtherIssues Problemsorissueswhichadverselyaffectedtheutilityof otherprojectmanagementframeworksinsuccessfully deliveringprojectoutcomes. OtherFeatures Existingorrecommendedfeatureswhichdoorwould mitigate,ifnotresolve,theseotherprojectmanagement frameworksproblemsorissues. Table5ConceptMapsDeveloped ConceptMap PRINCE2Issues Reference Appendix3,Figure5 Appendix3,Figure7

Appendix3,Figure10

Appendix3,Figure12

ThefourconceptmapsshowingallideasaredepictedinAppendix3,Figure5,Figure7,Figure10, andFigure12.Thesignificantproblems/issues(withrankingsequaltoorgreaterthan3)forthe PRINCE2IssuesandOtherIssuesconceptmapsareseparatelybrokenoutinAppendix3,Figure6 andFigure11respectively.ThePRINCE2Issuesconceptmapisdecomposedintotwosubordinate conceptscoveringexistingfeatures(Appendix3,Figure8)andrecommendedfeatures(Appendix3, Figure9). Thenumbermarkedagainsteachpointinaconceptmapistheideanumberthatlinkstothe correspondingdatatablesinAppendix6.Theconceptstructuresvaryamongsttheconceptmaps becauseofdifferencesinthefocusquestion(Problems/IssuesorFeatures)andtheproject managementframework(PRINCE2orOther).

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 Conceptstatisticsforeachconceptmapincludingnumberofideasencompassedbytheconceptand theconceptrankingaredescribedinAppendix4,Table29.

ConceptThemes
Collectively,theseconceptmapssuggestthatparticipantssubjectivelyframetheirperspectiveson thetworesearchquestionsaroundsixmajorthemes: Framework/Manualtheprojectmanagementframeworkincludingitsassociated documentation ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance OrganizationalPMCompetencyorganizationalcompetencyinimplementingtheparticular projectmanagementframework ProjectTeamCompetencyprojectmanagerandprojectteamcompetency. Tailoring/EmbeddingusingthedefinitionsinDirectingSuccessfulProjectsusingPRINCE2 (OfficeofGovernmentCommerce,2009a,pp.97103),tailoringisadaptingtheproject managementframeworktotheprojectcontext;whereasembeddingisadaptingthe projectmanagementframeworktothecorporatecontext. TherelationshipsbetweentheseconceptsandtheconceptsthemesaremappedinAppendix2, Table28.Occasionallyaconceptrelatestomorethanonetheme. Althoughtheidentificationoftheseconceptthemesisonlyapreliminaryresult,itprovidesan intuitive,convenientandpervasivestructuretoanalysethespecificfindings.

MultidimensionalScalingStatistics
Thestressstatisticsforthemultidimensionalscalingmapsforeachoftheconceptmapsareshown inAppendix5,Table30.Inallcases,thestressstatisticStressIusedinthisstudysatisfiesthetwo conditionsdefinedundertheheadingResearchDesign.TheStressIstatistic:fallswithinthe normativerangeestablishedbyTrochim(1993)andRosasandCamphausen(2007),andislessthan the1%cutoffthreshold(Sturrock&Rocha,2000)alsolistedinAppendix5,Table30.

Reliability
ThereliabilitystatisticsdefinedbyTrochim(1993)forallconceptmapsandaretabulatedin Appendix5,Table31.Inallcases,thesefallwithinthenormativerangesestablishedbyTrochim

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 (1993)andRosasandCamphausen(2007).Inotherwords,iftheresearchwererepeatedunder similarcircumstances,thereisahighprobabilitythattheresultswouldbesimilar.

Validity
Becauseconceptmappingisamixedmethodology,theresearchsvaliditywasexaminedfrom qualitativeandquantitativeperspectives.Theapproachesadoptedinthisstudytopreserve qualitativeandquantitativevalidityaredescribedindetailundertheheadingResearchDesign above. OnesourcewhichweakenstheresearchvalidityistheapparentlackofawarenessofsomePRINCE2 participantsofthesignificantchangesmadetoPRINCE2inthe2009release.However,theresultis mostlikelytobeamoreconservativeevaluationintheareasaffected.Theresearchteam recommendsthattheproblems/issuesandfeaturessuggestedbythePRINCE2participantsbe reviewedbyanexpertpaneltoidentifythosethathavebeenresolvedinthelatestrelease. Notwithstanding,theresearchdesignisdeemedtoexhibitanacceptabledegreeofvalidity.

PresentationofFindings
Thefindingspresentedbelowaregroupedhierarchicallyinthreelevels: Firstlevel:ProjectmanagementframeworkPRINCE2orOther Secondlevel:ConceptTheme Thirdlevel:ResearchquestionsProblems/IssuesorFeatures

InterpretationofIdeaRankings
Informulatingfindings,onlyproblems/issuesorfeatureswhicharerankedequaltoorgreaterthan3 areconsideredsignificant.ThePRINCE2IssuesandOtherIssuesconceptsmapsarealsoredrawn inAppendix3,Figure6andFigure11respectivelytoshowonlysignificantideas.

AssumedParticipantKnowledge
Inanalysingthesurveyresponses,participantsareassumedtobeknowledgeableaboutthelatest versionoftheirchosenprojectmanagementframework.Thisassumptioncouldnotbetestedinthe Othergroupbecauseoftherangeofframeworksencompassed.However,severalresponses receivedfromthePRINCE2implythatsomePRINCE2practitionersareunawareofupdatedornew topicsinthePRINCE22009release(e.g.expandedguidanceontailoring).Theimpactonthe researchvalidityisdiscussedabove.

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PrudentComparison
TheresearchdoesnotattempttocomparetheperformanceofPRINCE2againstthatofanyother specificprojectmanagementframework.Moreover,suchcomparisonswouldbeinvalidbecausethe Othergroupdoesnotrepresentusersofaparticularframework,butratherabroadclassof unspecifiedframeworks. RathertheOtherdataoffersanexcellentcomparativesampleoftheproblems/issuesbeing experienced,andthefeaturessought,bypractitionersingeneralprojectmanagementpracticeusing nonPRINCE2frameworks.

PRINCE2
PRINCE2ConceptMaps
ThePRINCE2IssuesandPRINCE2FeaturesconceptmapsareillustratedinAppendix3,Figure5and Figure7.

RelativeImportanceofPRINCE2IssuesConcepts
TherelativerankingoftheconceptswithinthePRINCE2IssuesconceptmapisillustratedinFigure 3below.Thehighertheranking,themoreseriousistheperceivedconcernofthePRINCE2 participants.AttheextremesofthisscaleofperceivedconcernsaretheProjectBoard/Sponsor issuesatthehighendandthePRINCE2FrameworkandManualissuesatthelowend. NotethatinthePRINCE2Issuesconceptmap,theProjectTeamCompetencythemeisencapsulated intheOrganizationalPMCompetencyconcept,andtheFramework/Manualthemeiscollectively coveredbytheFrameworkandManualconcepts.

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5 4.5

ConcdeptRanking

4 3.5 3 2.5 2 1.5 1

ProjectBoard/Sponsor

ProjectGovernance Competency

OrganizationalPM Competency Concept

Tailoring

Framework

Manual

Figure3:PRINCE2IssuesConceptRankings

Framework/ManualTheme
Issues AlthoughthePRINCE2participantsraisedmanyanddistinctissuesaboutthePRINCE2Framework andManual,therelativeimportanceofthesewasverylowwithaveragerankingsof1.9and1.1 respectively(onascaleof1to5).UnlikeotherconceptswithinthePRINCE2Issuesconceptmap, theFrameworkandManualconceptscontainnoissuesrankedabove3and2respectively.Thisisa verysignificantfinding,whichpersuasivelyexemplifiesthegeneralsatisfactionofparticipantswith thePRINCE2frameworkandmanual. TheperceivedintegrityofthePRINCE2frameworkissimilarlydemonstratedpictoriallyinthe contrastbetweenthetwovariantsofthePRINCE2IssuesconceptmapinAppendix3,Figure5and Figure6.ThefirstmapwhichincludesallissuesdepictswellpopulatedFrameworkandManual concepts(combinedforconvenience).Yetinthesecondmap,whichonlyincludessignificantissues (withrankingsequaltoorgreaterthan3),thecombinedFrameworkandManualconceptsare almostemptyexceptfortwoissues,insharpcomparisontoallotherconcepts.Theonlytwoissues inthecombinedFrameworkandManualconceptwiththemaximumrankingof3arelistedinTable 6.
PRINCEFramework/ManualIssues Doesnotincludeaqualitymeasurementframeworke.g.KPIs PRINCE2lackssufficientemphasisonthepeopleissues
Table6:PRINCE2Framework/ManualIssues

Ranking 3 3

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 EquallyimportantarethePRINCE2Framework/ManualissuesraisedbyindividualPRINCE2 participantsbuttheneffectivelyrejectedbythePRINCE2groupasawholebyassigningarankingof 1.ThesearedescribedinTable7below.

RejectedIssues PRINCE2is'builtinmidair'lacksfoundationdisciplinese.g.constructingschedulesandmotivating people PRINCE2examfocusesonruleoverprinciple PRINCE2methodologytootheoretical PRINCE2manualoffersnaiveandshallowguidanceespeciallyinriskandchangemanagement VolumeofPRINCE2manualcandistractprojectteamfromdeliveringpractical/realoutcomes PRINCE2manualdifficulttoread PRINCE2doesn'tprovidetemplatesformanagementproducts(withguidelines),soorganizations mustcreatetheirown Toomanydetailedacronymstomemorise,makingitdifficulttoengagetheorganization PRINCE2manualmutatesratherthanevolvesevery3to4yearscreatingdisruptiontoprojectteams requiringexpensiveupdatestointernaldocumentation PRINCE2manualrepetitiousandfragmented ExamplesprovidedarelargelylimitedtoInformationandCommunicationsTechnology PRINCE2manualhasmanygapse.g.nodirectiononfinancialaccountingforprojects PRINCE2manualcontainstoomany'seeotherOGCdocument'references PRINCE22005and2009guidancecreatestwosetsofadvice PRINCE22009madesomedumbchangeslikeremovalofsubprocessid'stobepopulist PRINCE2manualtoodetailed
Table7:RejectedCriticismsofthePRINCE2FrameworkandManual

Ranking 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

ExistingFeatures Table8showstheexistingPRINCE2featureswhichparticipantsrankedhighly(witharankingof3,4 or5asdiscussedearlier).ThePRINCE2participantsweregenerallyoftheopinionthattheexisting featuresofthePRINCE2frameworkandmanualnotonlyresolvemanyoflowlevelFrameworkand Manualissues,butalsocontributetowardresolvingothermorehighlyrankedPRINCE2Issues themes.

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ExistingPRINCE2Framework/ManualFeature EmphasizescriticalroleoftheBusinessCaseinassuringthecontinuing projectviability ExtensiveguidanceonprojectgovernanceinP209 Comprehensivelydefinesrolesandresponsibilitiesatalllevels Avoids'topheavy'managementbydelegatingresponsibilitiestothe appropriatelevel Expansionoftolerancesconcepttosixareastime,cost,scope,risk,quality andbenefitsinP209 Emphasizesproductbasedandproductfocusedplanninganddelivery Stageplanningensuringthatworkisnotdone withoutthenecessary approvals Includesaprojectandqualityassuranceapproach Offersaprescribedandwelldefinedprojectmanagementmethodology Newchapteron''tailoringandembedding'inP209 Stages'assistbudgeting P2establishesarobustplanningframework Newcompanionvolume'DirectingSuccessfulProjectswithPRINCE2'forP2 09 Replacementofcomplexsubprocesseswithsimpler,morepractical activitiesinP209 GreaterfocusondeliverysupportedbycoredocumentsinP209 BroaderrangeofexamplesinP209 Standardtemplatesformanagementproducts

Concept FrameworkGovernance FrameworkGovernance FrameworkPRINCE2 FrameworkGovernance FrameworkPRINCE2 FrameworkPRINCE2 FrameworkPRINCE2 FrameworkGovernance FrameworkPRINCE2 Tailoring FrameworkPRINCE2 FrameworkPRINCE2 FrameworkGovernance Manual FrameworkPRINCE2 Manual Tailoring

Ranking 5 5 5 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3

Isstructuredandcontrolled FrameworkPRINCE2 Table8:ExistingPRINCE2Framework/ManualFeaturesWhichResolveorMitigateSignificantIssues

ProposedFeatures Nevertheless,thePRINCE2groupdidproposeseveralareasofimprovementinthePRINCE2 frameworkanddocumentation.ThesearelistedinTable9.Themajorsuggestionistoexpandthe treatmentofstakeholdermanagement.

ProposedPRINCE2Framework/ManualFeature Expandcoverageofstakeholdermanagement Putgreaterfocusonbenefitstrackingandbenefitsmanagement Updatesupplementaryguide''PeopleIssuesandPRINCE2' Redefinehowprojectassuranceaddsvalue AddressPMOandProjectSupportresponsibilitiesandinterfacesinP2 manual Table9:ProposedPRINCE2Framework/ManualFeatures Concept Manual FrameworkGovernance Manual FrameworkGovernance Manual Ranking 5 4 4 4 3

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ProblemsandIssuesOrganizationalNotMethodological
ThemajorproblemsandissuesconstrainingsuccessinprojectsusingPRINCE2arelargelyunrelated tothePRINCE2frameworkormanual.Thecriticalproblemsandissuesarenotmethodological,but ratherpredominantlyorganizationalinnature.DespitetheperceivedbenefitsofthePRINCE2 frameworkandmanual,poorprojectleadershipandlackadaisicalimplementationofPRINCE2in organizationsreceivedtrenchantcriticismfromthePRINCE2group.

ProjectBoards/SponsorsTheme
Issues Inparticular,thePRINCE2groupwasexceptionallycriticalofthecompetenceandeffectivenessof ProjectBoardsandProjectSponsors.InthePRINCE2Issuesconceptmap,theProject Boards/Sponsorsthemewasthehighestrankedwithascoreof4.6.Moreover,morethanhalfof thetop30PRINCE2issues(withrankingsof4and5)targetthecompetenceorbehaviourofProject BoardsandSponsors.TheProjectBoards/SponsorsissuessubmittedbythePRINCE2groupare listedinTable10andareselfexplanatory.
PRINCE2ProjectSponsor/Board Issues ProjectBoardsdonotunderstandtheirrolesandresponsibilities ProjectBoardmembersnotalwayscompetenttofulfiltheirrole BusinessCaseisnotusedtoperiodicallytestandconfirmprojectviability Lackofcommitmentandleadershipfromseniormanagement ProjectBoardsarenotusedeffectively CorporatemanagementbypassestheProjectBoard ProjectBoardsconstitutedbydelegateswholackauthoritytomakedecisions ProjectBoardsdonotunderstandorapplymanagementbyexception Project'startingup'and'initiation'arerushedormissedbecauseofpressure'togetgoing' ProjectBoardsareinexperienced Escalatedissues(ExceptionReports)arenotresolved ProjectBoardsdonotdefinethetoleranceswithinwhichthePMmustwork Projectshavelimitedinvolvementorrepresentationfromthecustomer ProjectBoardsdonotdelegatesufficientauthoritytothePM ProjectBoardsaredifficulttoconvene ProjectSponsordoesnotcontroltheprojectfunds
Table10:PRINCE2ProjectBoards/SponsorsIssues

Ranking 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4

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ProjectGovernance
Issues Nearlyathirdofthetop30PRINCE2issues(rankingsof4or5)relatetogovernancemattersother thanProjectBoardsandSponsors.TheissuesexpressedbythePRINCE2groupinTable11below emphasizetheorganizationsignoranceof,oritsinabilitytoexercise,goodprojectgovernance.
PRINCE2ProjectGovernanceIssues Organizationdoesnotunderstandtheroleoftheprojectgovernanceprocessindecision making Organizationhaslowrespectforprojectgovernance Organizationfocusesonprojectcostratherthanbenefits Loworganizationalprojectmanagementmaturity Benefitsrealisationisnotmanagedbeyondprojectclose Althoughrequirementsremainvagueorunapproved,theprojectproceedsbecauseoftime pressures Projectaccountabilitiesnotenforced Insufficienttimeallocatedforplanningandprojectapprovals Budgetorresourcesnotsufficienttosatisfyprojectneeds
Table11:PRINCE2ProjectGovernanceIssues

Ranking 5 5 4 4 4 4 4 4 4

ProjectBoards/SponsorsandProjectGovernanceThemes
Features SeveralexistingfeaturesofthePRINCE2FrameworkandManualidentifiedbyPRINCE2participants inTable8alreadysupportimprovedperformanceofProjectBoards/SponsorsandProject Governance,includingthefollowing.ThePRINCE2manualsvolumeDirectingSuccessfulProjects withPRINCE2(OfficeofGovernmentCommerce,2009a)andManagingSuccessfulProjectswith PRINCE2(OfficeofGovernmentCommerce,2009b)giveextensiveguidanceonprojectgovernance (includingProjectBoardmembershipandconduct)andcomprehensivelydefineallrelevantroles andresponsibilities.TheBusinessCaseplaysacriticalroleinassuringthecontinuingviabilityofthe project.Stageplanningensuresthatworkisnotdonewithoutthenecessarygovernanceapprovals. Thetoleranceconcepthasalsobeenexpandedtoencompasssixareastoimprovethepotencyof exceptionreporting. ToimprovetheeffectivenessofProjectBoards/SponsorsandProjectGovernance,thePRINCE2 grouprecommendedseveralspecificactionsdescribedinTable12below.

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RecommendedProjectBoards/SponsorsandProjectGovernanceFeatures Educatingprojectboardmembersontheircollectiveandindividualresponsibilities IncreasingseniormanagementawarenessofPRINCE2 processesandmanagementproducts ExplainhowtoachievetheseniorleadershipcommitmentneededtoembedPRINCE2,in thePRINCE2Manual Preparepublicationtargetingtheroles&responsibilitiesofProjectBoardsandexecutives DevelopcourseforProjectSponsorsandProjectBoardMembers

Ranking 5 5 5 4 4

Introducecertificationforprojectboardmembers 3 Table12:ProposedPRINCE2FeaturestoMitigateProjectBoards/SponsorsandProjectGovernanceIssues

ThePRINCE2participantsperceivedaneedforsignificantinitiativestoeducateProjectSponsors, ProjectBoardmembersandotherseniorexecutivesabouttheimportanceofprojectgovernance, theircollectiveandindividualresponsibilitiesforeffectiveprojectleadership,andmoregenerally PRINCE2processesandproducts.ThePRINCE2groupsuggestedthatthismightincludea certificationschemeforProjectBoardmembers.Furthermore,thePRINCE2groupsought comprehensiveguidanceonhowtosolicitseniorleadershipcommitmenttoimplementPRINCE2 organizationally.ThePRINCE2participantsdidnotappearawareoftheexistingProgrammeand ProjectSponsorshipqualification.

OrganizationalPMCompetencyandProjectTeamCompetencyThemes
IssuesOrganizationalPMCompetencyandProjectTeamCompetencyThemes Interestingly,thePRINCE2groupprimarilyfocussedonissuesrelatedtoOrganizationalPMrather thanProjectTeamCompetency.Thisagainmaybeareflectionoftheperceivedintegrityand maturityofthePRINCE2frameworkandmanual.ThatthedominantProjectTeamCompetency issueistheinexperienceofsomeRegisteredPRINCE2Practitionerssupportsthiscontention. ThethreemajorOrganizationalPMCompetencyissuesidentifiedbyPRINCE2participantsare: OrganizationswhicheitherdonotunderstandPRINCE2ordontknowhowtoimplement andsustainPRINCE2structuresandprocesses.Thisisexemplifiedinthecharacterization PRINCE2innameonly OrganizationswhichdonothavesufficientPRINCE2trainedandexperiencedproject managers OrganizationswhichdontprovideadequatesupportforPRINCE2projectmanagers.

MoredetailontheOrganizationalPMCompetencyissuesiscontainedinTable13below.

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 IssuesProjectTeamCompetencyTheme Asalreadymentioned,themajorProjectTeamCompetencyissuesubmittedbythePRINCE2groupis theperceivedinexperienceofmanyRegisteredPRINCE2Practitioners.Thetermpractitioneris obviouslyinterpretedinthemarketplaceasaprojectmanagerwhocanproficientlyapplyPRINCE2 inactualprojects.

OrganizationalPMCompetencyIssues OrganizationdoesnotknowhowtoapplyPRINCE2processes Organizationdoesnotknowhowtomanagequalityusingproductdescriptionsandcustomer qualityexpectations ManysocalledPRINCE2Practitionershaveneverrunaproject,andsotimeandeffortiswasted PRINCE2exceptionprocessesnotfollowedinmanagingescalatedissues PRINCE2usedinnameonlytheProjectBoardandProjectManager thinktheyareusing PRINCE2,butnotreally. Someteammembersstruggletoapplyproductbasedplanningandtounderstandits relationshiptoscopeandquality ProjectmanagersdonotreceiveadequatesupportintheirinitialuseofPRINCE2 Projectmanagersaretreatedasprojectcoordinators LackofcriticalmassofthoseunderstandingPRINCE2methodologyintheorganisation NotenoughpeoplehavebeentrainedinPRINCE2 Issuemanagementpileuplackofclarity,worry,fearetccanbeenteredasanissue.Filtering thesequiteatask. Stageprocessesarenotstrictlyfollowed Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives Table13:OrganizationalPMCompetencyIssues Ranking 4 4 4 4 4 3 3 3 3 3 3 3 3

FeaturesOrganizationalPMCompetencyTheme Earliersectionshavealreadycanvassedfurtherfeaturesincluding: educationinitiativesforseniormanagement, certificationforProjectBoardmembers.

whichwouldalsoimproveOrganizationalPMCompetency.However,thesearereallypartofa muchbroaderstrategicfeaturewhichdrawssupportfromotherthemesincludingProject GovernanceandTailoring/Embedding.Organizationsmustrecogniseandmanagetheintroduction andimplementationofPRINCE2asasignificantorganizationalchangeinitiative.Thereisacollective sensewhichpermeatesseveralthemesthatPRINCE2isoftenseenasapanaceaormagicfixwhich isimposedmorebydecreethanpersuasionanddeliberateintroductionandimplementation.

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 FeaturesProjectTeamCompetencyTheme ThescopeofthecurrentPRINCE2certificationisseenastoolimited.ThePRINCE2group recommendedthatcertificationbemademorepracticallyorientedorcompetencybased.Several suggestionswereadvanced.ThePRINCE2certificationstructureshouldbeextendedtorecognize experienceintheapplicationofthePRINCE2frameworktoactualprojects.Thiscouldbeofferedas anadditionalaccreditation,preservingthevalueoftheexistingcertification.Althoughranked slightlylower,thePRINCE2groupalsoproposedthatPRINCE2bealignedwithacompetencymodel whichpromotesteamwork,andthatanaccreditationschemebeintroducedforPRINCE2coaches. NewfeaturesproposedbythePRINCE2groupaboutframeworkcertificationtrainingarelistedin Table14below.
ProposedPRINCE2FrameworkCertificationandTrainingFeatures ModifythepractitionerexamtotestcompetenceinmanagingaprojectusingPRINCE2rather thanjustthePRINCE2methodology Runinternalproductbasedplanningworkshopstodemonstratethetechnique'seffectiveness MakePRINCE2certificationmorepracticallyorcompetencybased UpdatePRINCE2trainingtoreflect'realities' MapPRINCE2toacompetencemodeltohelpdevelopteamcapabilities ImplementaccreditationschemeforP2coaching Table14:ProposedPRINCE2FrameworkCertificationandTrainingFeatures Ranking 5 4 4 3 3 3

Tailoring/EmbeddingTheme
Issues ThedistinctiondrawnbetweentailoringandembeddinginthenewcompanionpublicationDirecting SuccessfulProjectsusingPRINCE2(OfficeofGovernmentCommerce,2009a,pp.97103)hasbeen adoptedinthisstudy.TailoringisadaptingthePRINCE2frameworktomatchtheparticular circumstancesoftheproject;whereasembeddingisadaptingtheframeworktotherequirements ofthecorporateorganization. DespitetheexpandedguidanceontailoringinthePRINCE22009release,tailoringisstillseenasa significanttopicastheissuesidentifiedbythePRINCE2groupinTable15verify. AccordingtothePRINCE2participants,someorganizationsarestilladoptingaonesizefitsall (Shenhar,2001)intheirapproachtoPRINCE2.Interestingly,oneofthechiefconcernsisthe problemscausedbyinexperiencedprojectmanagerstailoringPRINCE2.This,coupledwiththe

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 recognitionofthedifficultiesinvolvedintailoring,emphasisestheneedforcomprehensiveandeasy tofollowguidance.
PRINCE2TailoringIssues TailoringbyinexperiencedPMsreducesthepowerofPRINCE2bytakingawayessentialstuff PRINCE2processesneedtobetailoredtosizeofprojects,tosuitorganisationalcontext Changemanagementprocessiseffectivebuttimeconsumingandverydifficulttospeedup Structuredprocessesareimportantbutcansometimesleadtoinflexibilityindealingwith uncertainty TailoringPRINCE2tomatchprojectsizeisdifficult Table15:PRINCE2Tailoring/EmbeddingIssues Ranking 5 4 3 3 3

AlthoughmanyissuesinTable15centreontailoring,embeddingissuesarenolessimportant.They arereferredto,bothexplicitlyandimplicitly,inissuescoveredbyotherthemessuchasthose expressedinTable16below.

Issues Concept Organizationhaslowrespectforprojectgovernance ProjectGovernance CorporatemanagementbypassestheProjectBoard ProjectBoard/Sponsor OrganizationdoesnotknowhowtoapplyPRINCE2 OrganizationalPM processes Competency Benefitsrealisationisnotmanagedbeyondprojectclose ProjectGovernance Projectshavelimitedinvolvementorrepresentationfrom Sponsor/Board thecustomer PMsdonotreceiveadequatesupportintheirinitialuse OrganizationalPM ofPRINCE2 Competency PRINCE2processespoorlyintegratedwithother ProjectGovernance enterpriselevelprocessese.g.businessplanning PRINCE2lackssufficientemphasisonthepeopleissues Framework Runningtheproject'byPRINCE2'canbecomemore OrganizationalPM importantthanachievingprojectobjectives Competency Table16:ExamplesofEmbeddingReferencedinOtherThemes Ranking 5 5 4 4 4 3 3 3 3

TogethertheseandotherreferencestothetopicofembeddingbythePRINCE2groupreinforcethe earlierfindingthatorganizationsarefailingtorecogniseandmanagetheintroductionand implementationofPRINCE2asasignificantorganizationalchangeinitiative.Atthemoment,though, thetopicofembeddingisdeemedoutofscopeforPRINCE2becauseitfocusesonthecorporate organizationandnottheindividualprojectsinDirectingSuccessfulProjectsusingPRINCE2(Office ofGovernmentCommerce,2009a,p.97). Features Theimportantcontributiontotailoringandembeddingof:

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thenewchapterentitledTailoringPRINCE2totheprojectenvironmentinthePRINCE2 Manual2009edition(OfficeofGovernmentCommerce,2009b,pp.213231),and thenewcompanionvolumeDirectingSuccessfulProjectsusingPRINCE2(Officeof GovernmentCommerce,2009a,pp.98103)

wasacknowledgedbythePRINCE2participantsamongtheexistingFramework/Manualfeatures listedinTable8. TailoringfeaturesrecommendedbythePRINCE2participantsarelistedinTable17.Insomecases thetailoringguidanceoncurrenttopicsmustbeexpanded;inothercasestailoringadviceissought onnewtopicssuchasnontraditionaldevelopmentanddeliverymethodologies(e.g.agile).

RecommendedPRINCE2TailoringFeatures Producea'lite'versionforsimpleapplications Explicitlyaddressthelinkagestoprogrammeandportfoliomanagement Defineprojectsizingandclassificationmodeltoguidetailoring PMsmustbewillingtodeviatefromthemethodologytoresolveissues Demonstrate(withexamples)howPRINCE2 canbeusedwithnontraditionaldevelopmentand deliverymethodologies(e.g.agile) ImproveandexpandguidanceontailoringPRINCE2todifferentcontexts Showhowtobettermanagetolerances(e.g.withearnedvalueanalysis) Specifypredefinedprocessesforsmall,mediumandlargeprojects Includemorechecklists Identifyshortcutsandnonessentialsteps Includemoreandbroaderrangeofcasestudies IncorporateastandardsetoftemplatesforallPRINCE2 productsratherthaneachorganization developingtheirown DemonstratehowtointegratePRINCE2andenterpriselevelprocesses CreateaPRINCE2tooltocapturelessonslearned Table17:RecommendedPRINCE2TailoringFeatures Ranking 4 4 4 4 4 4 3 3 3 3 3 3 3 3

ManyfeaturessuggestedinTable17focusontailoring.However,featuresproposedunderother themesareintendedtoimproveembedding.SeveralexamplesareshowninTable18.

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Issues Educatingprojectboardmembersontheircollectiveand individualresponsibilities IncreasingseniormanagementawarenessofP2 processesandmanagementproducts Explainhowtoachievetheseniorleadership commitmentneededtoembedP2inmanual(R) UpdatesupplementaryguidePeopleIssues&PRINCE2 Placegreateremphasison'peopleissues'
Table18:ExampleFeaturesSupportingEmbedding

Concept ProjectGovernance ProjectGovernance ProjectGovernance Framework ProjectGovernance

Ranking 5 5 5 4 3

OTHERPROJECTMANAGEMENTFRAMEWORKS
OtherConceptMaps
TheOtherIssuesandOtherFeaturesconceptmapsareillustratedinAppendix3,Figure10and Figure12.AvariationoftheOtherIssuesconceptmapshowingonlysignificantissues(ranked3or more)isshowninAppendix3,Figure11.

RelativeImportanceofOtherIssuesConcepts
4.5

4.0

3.5

3.0

ConceptRanking

2.5

2.0

1.5

1.0

0.5

0.0

RelationshipManagement

RequirementsManagement

Governance

Financial/CostManagement

Framework

Tailoring

Figure4:OtherIssuesConceptRankings

TherelativerankingoftheconceptswithintheOtherIssuesconceptmapisillustratedinFigure4. AttheextremesofthisscaleofperceivedconcernsareRelationshipManagementconceptatthe highendandTailoringatthelowend.

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 TherelationshipsbetweenconceptsandthemesfortheOthergrouparenotassimpleasthe PRINCE2group.AsAppendix2,Table28demonstrates,severalconceptsintheOtherIssuesand OtherFeaturesconceptmapsrelatetotwooreventhreethemes.Thisisnotsurprising.Unlikethe PRINCE2group,theOthergroupembracesmultipleprojectmanagementframeworksanda correspondinglygreaterdivergenceofissuesandfeatures.Forconvenience,theissuesorfeatures containedwithintheseconceptsarereviewedunderasinglethemedesignatedinAppendix2,Table 28.Forexample,theRequirementsManagementconceptoverlapstheFramework/Manual, OrganizationalPMCompetencyandProjectTeamCompetencythemes.Anissuewhichformsofthe RequirementsManagementconceptcouldresultfromeitherashortcomingintheproject managementframeworkortheabsenceofthecorrespondingcompetencyattheorganizationalor projectlevel.Itisdifficultinmanycasestodeterminetheparticularcause;consequentlythe RequirementsManagementconceptiscoveredundertheFramework/Manualtheme. Althoughtheanalysisismorecomplex,theOtherfindingsofferanextraordinarilyrichcomparative sampleofsignificantissuesandfeaturesexperiencedingeneralprojectmanagementpractice outsidePRINCE2.

ExistingversusRecommendedFeatures
Thedistinctionbetweenexistingandrecommendedfeaturesisnotinvestigatedinthediscussionof OtherfindingsbelowbecausethedistinctionisnotrelevanttotheassessmentofPRINCE2. Whetherexistingorrecommended,anyfeaturerankedassignificantbytheOthergroup,is germanetotheevaluationofPRINCE2.Moreover,thedistinctionbetweenexistingand recommendedfeaturesblursintheOtherfindingsbecauseofthemultipleframeworks.Anexisting featureinoneframeworkmightbearecommendedfeatureinanother.

Framework/ManualTheme
Issues TheFramework/ManualissuesidentifiedbyOtherparticipantsarecoveredbytheFrameworkand RequirementsManagementconcepts,andarelistedinTable19below.

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OtherFrameworkIssues Concept Poorchangecontrolandscopecreepduetocustomers/userdemands(cost ofvariationsnotproperlyconsidered) RequirementsManagement Noformalriskplanningrisksnotproperlymanagedorquantifiedthus unforseenissuesduringprojectexecution Framework Poorbusinesscase,projectdefinition,illdefinedscope,uncleargoals, prioritiesandobjectiveschangewithleadership RequirementsManagement Notenoughimportancegiventogoodstartup/commissioningonly execution Framework Designinformationinsufficienti.e.poorprojectbrief Difficultyaligningprojectgoalswithgoalsofkeystakeholders Lackofprojectboundariesandtoomanyactivities/tasks Conflictingorunbalanceddepartmental/projectinterests(lackof understandingofrequirements) Lackofattentiontodefiningandmonitoringriskssono'earlywarning system', Highlyprocessratherthanstrategicallydriven PMnotstrategically engaged Plentyof'how'and'what'butnounderstandingof'why' rootcausesof problemsnottackled RequirementsManagement RequirementsManagement RequirementsManagement RequirementsManagement RequirementsManagement Framework RequirementsManagement

Ranking 5 5 5 5 4 4 4 4 4 4 4 3 3 3 3 3 3

Inadequatecontrolandtimelyreportingmechanisms. Framework Difficultyinunderstandingintangibleclientrequirementsforcommissioning andhandover RequirementsManagement Inadequatefocusoncommissioningandhandovertoownerissues Proposaltimeframetooshortforallstakeholderstoinput RequirementsManagement RequirementsManagement

Pooractionregisterwithinsufficientimportanceplacedon'lessonslearned' Framework Norealrecognitionofsitespecificrequirementsforsafety,qualityand othertemporaryactivities RequirementsManagement Projectsuccessdefinition/criteriabaseduponprojectobjectives,doesnot considereffectsoftheprojectsonothers(internal/external)oron culture/processes RequirementsManagement No'lessonslearned'fromoperatingprojectmanagementframework Planningtoodetailed,morefocusonmilestonesandlogics
Table19:OtherFrameworkandRequirementsManagementIssues

3 3 3

Framework Framework

ThekeyareascriticisedbyOtherparticipantsinclude:

Poorscopeandchangemanagement Ambiguousprojectboundaries Misalignmentbetweenprojectandstakeholdergoals Inadequatebusinesscase Lackofformalriskmanagement(bothplanningandmonitoring)

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Ineffectiveinitiationandtransition(orcommissioning) Preeminentfocusonprocessratherthanstrategicengagement.

Features
ThefeaturessuggestedbytheOthergrouptomitigatetheseissuesarecapturedbythe RequirementsManagementandProjectSystemsandControlsconcepts.Thesefeaturesareoutlined inTable20below.

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OtherFrameworkFeatures Formalchangemanagementsystemintroduced Implementingbettercommunication&projectreportsforchangecontrol Ensuringstakeholderagreementtoprojectobjectivesandresultingallocationof responsibilities Establishedformalprocessforprojectdefinitionincorporatingsitespecificrequirement inscopingtheproject Definedprocessforownersinvolvementindecisionmakingandchangemanagement Betterunderstanding,clarificationanddocumentationofownerrequirementsand specificgoalsandobjectivespriortostartofprojects Providesufficientcontingencyforunexpectedevents Intensifyestimatingprocess;introducebasiccostreportsforestimating;unifycost controlsystemandincorporatevaluemetrics Processfortrackingintroduced Establishedformalprocessforimplementingperformanceacceptancecriteria Definedprocesswithownerforcommissioningandhandover Betterlogicalstructurerequiredforcontrolmechanismsforstartupanddocumented changecontrols Provisionofsufficienttime/budgettoassesschanges;cleardecisionfromclienton acceptance/rejection;andassociatedtimeproblemsalleviatedbyuseofheuristic estimatesandaccuratereporting Usinglaunchworkshopsandvalueengineeringwithdesign/contractorstakeholdersto understandrequirementsandunderstandthatPMvalueaddmetricsaredifferentto engineeringmetrics Greateremphasisplacedonoutcomes(effectiveness)ratherthanjustefficiency(time, cost,performance) Betteroutcomedefinitionrequiredtoimprovedecisionmaking Acceptanceoflifecycleapproachforallprojectinvestmentdecisions BetterdeterminationofWorkBreakdownStructuredecomposition;and standardisationofWBSsoftwaretoolsrequiredacrossprojects Considerationofcommercialaswellasfinancialmanagementandtailoredguidelines required Usingdetailedstagemodellinginprogrammetopreventresourceconflicts Betterreviewsbaseduponkeydocuments UsingcentralisedwebbasedElectronicDocumentControlsystemforgreater traceability,efficiencyandeaseofuse Newprojectpricingformtobereviewedandsignedoffbeforesendingtocustomer Fullyelectroniccontractdocumentationprocessintroduced ITapplicationforPMFramework/processoperating Furtheruseofenhancedrisktoolstoquantifyriskandmanagecontingencyandbetter 'readingbetweenthelines'tofullycaptureallpossiblerisks Commissioningarrangementsimprovedwithgreaterpolicymakinginvolvement Explicitstepstakentoselectactivitiesupfront Riskaversionandthenonsharingofriskswiththosethatbenefitfromnewapproaches
Table20:OtherFrameworkandRequirementsManagementFeatures

Concept ProjectSystemsandControls ProjectSystemsandControls RequirementsManagement RequirementsManagement RequirementsManagement RequirementsManagement ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls

Ranking 5 5 5 5 5 5 4 4 4 4 4 4

RequirementsManagement

RequirementsManagement RequirementsManagement RequirementsManagement RequirementsManagement ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls RequirementsManagement RequirementsManagement RequirementsManagement RequirementsManagement

4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3

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 Inbroadterms,thekeyfeaturesproposedare: Developingformalprocessesfor o o o o o o scopedefinitionandmanagement changemanagementandchangecontrol customer/stakeholder/ownerinvolvementespeciallyinscopedefinition costestimation productacceptance initiation,commissioningandhandover

Includingadequatecontingencyforunknownunknowns Allocatingsufficienttimeandbudgettoassessandapprovechanges Launchandvalueengineeringworkshops Improvingcostestimationandvaluemetrics Greateremphasisonoutcomes(effectiveness)ratherthanjustefficiency(time,costand performance) Adoptingalifecycleapproachtoprojectinvestmentdecisions.

ProjectGovernanceTheme
Issues BecauseofthecloserelationshipbetweentheProjectGovernanceandRelationshipManagement concepts(reflectedintheproximityofthecorrespondingclusters)intheOtherIssuesconcept map,theyaretreatedcollectivelyundertheProjectGovernancetheme.Theissuesidentifiedbythe OthergrouparecataloguedinTable21.

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OtherProjectGovernanceIssues Unclearlinesofauthorityandnorealteamcommitment Lackofgovernance,poorstagegates,lackofaccountability; Nodefinedchainofcommandandcomplacency. Cultureclashesbetweendifferentstakeholdersandpoordisputeresolution Inadequatecommunication Lackofleadershipandtopmanagementsupportandbuyintostandardised PMprocessesandmethodologyinconsistentprojectpractices PMnotresponsibleforschedule Excessivetimeconsumingeffortrequiredtomonitor/control suppliers/contractorsnopowertoenforce3rdpartiestodeliver Poorprojectexecution LackofPMtrainingtostaff,clientsandworkpackageownersandpoor understandingofprojectmanagementframework Lackofownershipandsystemintegrationamongstalllevelsofproject Poorstakeholdermanagementandconflictingobjectives ToomuchfaithinIT,notenoughsupportfor'managementskills'(people sideunderplayed) LackofcommitmenttoproviderelevantexpertiseandHRresourcesto projectrecruitmentbasedonavailability ClientandprojectteammembersunfamiliarwithPM framework/methodology Meddlingbysponsorswithtime/costcausing'churn' LackofPMprocessmaturitynonconstructionskilledconsultantsdriving PMforhighfeeslowservicequality Killingprojectsi.e.'no/go'solutionsnotanoption Managementfocusontime/cost,hencelowquality/highcostdelivery UntimelyPMappointment LowPMresources Projectmanagementframeworkproblemsunresolveddespitereviews
Table21:OtherProjectGovernanceIssues

Concept ProjectGovernance ProjectGovernance ProjectGovernance RelationshipManagement RelationshipManagement ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance RelationshipManagement ProjectGovernance RelationshipManagement ProjectGovernance ProjectGovernance RelationshipManagement ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance

Ranking 5 5 5 5 5 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3

Inanutshell,thedominantprojectgovernanceissuesare:

Absenceofdefinedprojectgovernancestructures,processesand roles/responsibilities/accountabilities Cultureclashesbetweenstakeholdergroups Poorcommunication Nomechanismstoresolvestakeholderdisputes Lackofleadershipandseniorexecutivesupport Poorcommitmentandevencomplacency Littleawarenessoftheprojectmanagementframeworkamongkeystakeholders

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Inadequateintegrationbetweentheprojectandotherorganizationallevels.

So,theresponsesnotonlycriticisethelackofstructureandprocess,butalsoequallyassailthe neglectofsoftissuescreatedbypoorprojectleadership,andunresolvedfractiousrelationships betweenstakeholdergroups. Features FeatureswhichtheOthergroupidentifiedasmitigatingProjectGovernanceissuesarerecordedin Table22.

OtherProjectGovernanceFeatures Educatingclientoftherisksofproceedingwithunresolvedissues Properformalised,comprehensiveandmandatoryriskidentificationand managementprocessinplace Weeklyprogressreportingonmilestonesatteammeetings Keepingexecutivesfullyinformedofgoals,processandissuestoreceive direction LeadershiprecognizesPMvalue Moretimelydecisionmakingobserved Agreedandexecutednewgovernanceincludingeffectivegatewayprocess LeadershipprioritisingPMinvestment Periodicreviewofbusinesscasetoensureongoingviabilityrelativeto alternateinvestments Safetycultureprograminstigated Leadershipbehaviourchangingforbetter Involvingsoftdisciplines(e.g.Systemsthinkers,psychologists)toimprove PMculture
Table22:OtherProjectGovernanceFeatures

Concept ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance

Ranking 5 5 5 5 5 4 4 4 3 3 3 3

Inbrief,crucialfeaturessuggestedbyOtherparticipantstomitigateProjectGovernanceissues include:

Activeleadershipwhichrecognisestheorganizationalvalueofprojectmanagement Portfoliomanagementwhichprioritisesprojectmanagementinvestment Periodicreviewofthebusinesscase Formalizedprojectgovernancestructuresandprocessesincludinganeffectivegateway process Formalriskmanagementprocesses Changingleadershipbehaviour Greateremphasisonsofterdisciplinestoimproveprojectmanagementculture.

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 Again,thedualneedforbothbetterstructureandprocess,andimprovedprojectleadershipwas recognisedalthoughthelatter,interestingly,wasrankedthelowerofthetwo.

OrganizationalPMandProjectTeamCompetencyThemes
Issues Althoughcontainingonlyafewissues,theFinancial/CostManagementconceptdemandedseparate recognitionbecauseofitslocationontheconceptmap.Theseissues,listedinTable23reflecta generalfailuretomanagecostsattheprojectlevelincludingestimation,budgetingandexpenditure tracking.
OtherFinancial/CostManagementIssues Poorbudgeting,costcontrolsystemandprojectestimates(lackofformal 'modelling') Notabletophysicallycontrolbudget Unsuitablefinancepolicydesignedforlargeprojectsbutnotsmallprojects withinalargeportfolio Nocostonlytimemonitoringconsideredimportantfortrackingand analysisprogressmeasurementnotmeasuringtherealprogress
Table23:OtherFinancial/CostManagementIssues

Concept Financial/CostManagement Financial/CostManagement Financial/CostManagement Financial/CostManagement

Ranking 4 3 3 3

FeaturesOrganizationalPMCompetencyTheme FeatureswhichtheOthergroupjudgedimportantinmitigatingOrganizationalPMCompetency issuesarelistedinTable24below.

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OtherOrganizationalPMCompetencyFeatures Developingknowledgemanagementdatabaseoflessonslearned Partneringanddevelopingsupplierrelationshipsratherthan dependingsolelyuponcontractprovisions ConductpostprojectreviewonPMmethodology Sharingofbestpracticecontractualrequirementscommunicated betweencontractors Managingcommunicationofkeylivingdocumentstobegivenaccurate factsonprogramrollouts Managingcommunicationofkeylivingdocumentstoshowrealproject statusamongkeystakeholders(projectparticipantsandpolitical) Specificprogrammeintroducedtoimproveprojectmanagement maturityacrossorganization Trainingandtailoredguidelinesintroducedtoimproveorganizational awarenessandrespectforschedulesasacontrolmechanism EducationandprovisionofnewmanualofPMmethodology(process) forkeystakeholders(includingusers,projectleaders&project administrators AlignPMframeworktemplateswithnewfinancialpolicies;provide adequateresources&trainingtointroduce&supportthis;&adopt realoptionsapproachtomakeitasystemsellingpoint Usingbestpracticeframeworkagreementswithcontractorsand supplierstogetherwithprocurementschedulesincludingriskregister andvisitfactories DevelopingpostimplementationreviewtoolsforPMs UsingmethodsandtoolsthathelphighlightingPM(andteam's)roles andresponsibilities
Table24:OtherOrganizationalPMCompetencyFeatures

Concept OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency

Ranking 4 4 4 4 4 4 4 4

OrganizationalPMCompetency

OrganizationalPMCompetency

OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency

3 3 3

Thechieffeaturesinclude: Applicationofknowledgemanagementtolessonslearned Greateremphasisonrelationshipbasedratherthanblacklettercontractingwithsuppliers Sharingofbestpracticecontractmanagementpractices Postprojectreviewsoftheeffectivenessoftheprojectmanagementframework Responsiveperformancemanagementsystemswhichgiveallstakeholdersuptodate projectinformation Specificprogramtoimproveorganizationalprojectmanagementmaturity Trainingtoimproveawarenessofprojectmanagement.

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 FeaturesProjectTeamCompetencyTheme Othergroupparticipantsadvancednumerousfeatures,showninTable25,whichtheybelieve wouldenhancetheProjectTeamCompetencytheme.

OtherProjectTeamCompetencyFeatures RecruitingreliableteammembersandmakingPMexperiencea'must' requirement Organizationprovidingeffectivedevelopment,trainingand managementofsuitableresources DevelopingPMasaprofessionwithpropertrainingandformalised performancestandards Coachingandmentoringtoovercomeculturalresistanceto introductionofprojectmanagementframework Incorporationofachievementofprojectgoalsinemployeeappraisals Implementprojectmentoring;workplacetrainingandtrainingof clientsandstakeholdersinprojectmanagementframework Organisationnowseekingmatureandexperiencedprojectmanagers withasenseofperspective Improveexperiencediversityinteamsandmanagement Emphasisbeingplacedon'management'education Introducetrainingworkshopswithcasestudiesfocusingonproject deliveryratherthanmanagementasacorecompetency
Table25:OtherProjectTeamCompetencyFeatures

Concept ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency ProjectTeamCompetency

Ranking 5 5 5 4 4 4 4 4 3 3

Themajorfeaturesinclude: Primacyofprojectmanagementexperience(bothdepthanddiversity)inrecruitingproject managersandprojectteamstaff Criticalroleofeducationbothacademicandintheworkplaceincludingcoachingand mentoring.Thefocusofthiseducationshouldincludenotonlyprojectmanagement disciplinesbutleadershipmorebroadly Recognisingprojectmanagementasaprofession.

Tailoring/EmbeddingTheme
TailoringreceivedthelowestconceptrankinginboththeOtherIssuesandOtherFeatures conceptmaps. Issues SeveralsignificanttailoringissuesweretargetedbytheOthergroup.ThesearedescribedinTable 26.

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OtherTailoringIssues Projectmanagementframeworkusedasnonflexibleprescriptive processtoomuchfocusontemplatesasan'end'notasa'means' Newprojectmanagementframeworkhas discardedprovenexisting toolsandtechniqueswithoutconsideringworthi.e.repackageof oldversionslackingadaptationandflexibilitytochangeculture PMtoolsnotintegratedintostandardprocesses Standardratherthantailoredsolutionsapplied
Table26:OtherTailoringIssues

Concept Tailoring

Ranking 3

Tailoring Tailoring Tailoring

3 3 3

Organizationsarestilladoptingtheonesizefitsallapproachtoprojectmanagement(Shenhar, 2001),withoutallowingsufficientflexibilitytoaccommodatetheprojectsrealcharacter.Moreover, projectmanagementframeworksareoperatinginisolationfromotherorganizationalorenterprise processes.Presumablyasaresultofprojectmanagementfailures,newprojectmanagement frameworksarebeingintroducedwithlittleattentionbeinggiventodecisiveorganizationalchange issuessuchasculture. Features FeatureswhichOtherparticipantsproposedtoengagetheseissuesareoutlinedinTable27. OtherTailoringFeatures

Tailoringguidelines/methodologytosuitindividualprojectsrather than'onesizefitsall' ProjectownershipnowpartofPMframework ApplysimpleandconcisePMmethodology Ensureadequateflexibilityinprojectmanagementframework Workerinputintoprocesseswhicharebeingmorestandardized/ refined/definedi.e.projectstartups
Table27:OtherTailoringFeatures

Concept

Ranking

Tailoring Tailoring Tailoring Tailoring Tailoring

4 4 4 3 3

Participantsrejecttheprescriptiveordoctrinaireapproachtoprojectmanagement.Rather,theyare seekingmethodologies(orguidelinestoexistingmethodologies)whichenablethemtotailorthe approachistomatchtheuniquecharacteristicsoftheprojectanditscontext.Consequently participantswantprojectmanagementframeworkswhichareconciseandstraightforward,andso provideopportunityforflexibleresponsestochangingcircumstances.Buttoassurethesuccessful introductionandimplementationofaprojectmanagementframework,organizationsmustaddress thesofterpeopleissues,accordingtoparticipants.Projectownership(andpresumablyproject governance)isalsoincreasinglyseenasacoreelementofaprojectmanagementframework.

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CHAPTER4CONCLUSIONS CONCLUSIONS
AsdiscussedearlierundertheheadingPrudentComparison,thecomparisonbetweenthePRINCE2 andOtherfindingsshouldbeinterpretedasanevaluationoftheperformanceofPRINCE2against generalprojectmanagementpracticerepresentedbyOtherfindings.Itshouldnotbeseenasa comparativeevaluationofPRINCE2againstanyotherparticularprojectmanagementframework.

ConceptMapping
Theconceptmappingapproachprovedhighlysuccessfulinelicitingandanalysingalargenumber andadiverserangeofissuescovering: theproblemsandissuesaffectingtheutilityofPRINCE2andtheotherprojectmanagement frameworks, existingandrecommendedfeaturestoresolveoratleastmitigatetheseproblemsand issues.

ReliabilityandValidity
Theresearchresultsaredeemedtoexhibitanacceptablelevelofreliabilityandvalidity.

ConceptThemes
Collectively,theconceptswhichemergedfromtheanalysissuggestthatparticipantsframe problems/issuesandfeaturesaroundsixbroadbutinevitablyoverlappingthemes: Framework/Manualtheprojectmanagementframeworkincludingitsassociated documentation(e.g.thePRINCE2manual), ProjectSponsors/BoardsCompetencyprojectsponsorandprojectboardcompetency, ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance, OrganizationalPMCompetencyorganizationalcompetencyinimplementingtheparticular projectmanagementframework, ProjectTeamCompetencyprojectmanagerandprojectteamcompetency,and Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext (tailoring)andtothecorporatecontext(embedding).

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Framework/ManualTheme
InremarkablecontrasttotheOtherprojectmanagementframeworks,thePRINCE2frameworkand manualsareperceivedtohavealmostnosignificantproblemsorissues.Thisisacrucialfinding. PRINCE2(frameworkandmanual)isperceivedasaveryrobust,comprehensiveandpragmatic projectmanagementframeworkwhichunderwritesprojectsuccess.Althoughnumerousproblems andissuesweresuggested,overallPRINCE2participantsrankedtheseverylow.Conversely, participantsrankedmanyexistingPRINCE2featuresasveryeffectiveinmitigatingseriousproblems inotherthemes. Someofthehighestrankedexistingfeaturesincluded: Roleofthebusinesscaseinassuringcontinuingprojectviability Theextensiveguidanceofferedonprojectgovernance Expansionofthetoleranceconcepttoencompasssixareas Thecomprehensivedefinitionofrolesandresponsibilities Productbasedplanningandproductfocusseddelivery Delegationofresponsibilitiestotheappropriatelevel Newchaptersontailoringandembedding.

Thefewareaswherechangewasproposedwere:expandedcoverageofstakeholdermanagement, greaterfocusonbenefitsmanagement,broaderdefinitionoftheroleplayedbyprojectassurance andupdatingthesupplementaryguidePeopleIssuesandPRINCE2. TheOtherfindings,ontheotherhand,demonstratedsignificantdissatisfactioninthebroader projectmanagementcommunitystemmingfromanextensiverangeofshortcomings,especiallyin theareassuchas: Poorscopeandchangemanagement Inadequatebusinesscasemanagement Ineffectiveinitiationandcommissioning(transition) Lackofformalriskmanagementprocesses Preeminentfocusonprocessratherthanstrategicengagement.

ThebenefitofstandardprojectmanagementconceptsandlanguagewasexemplifiedinthePRINCE2 surveyresponses.IssuesandfeaturessubmittedbyPRINCE2participantswerealmostalways

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 understandable,accessibletointerpretation,andrequiredlittletranslationduringtheIdeas Analysisphase.ThiswasnotthecasewithOtherframeworks.Thecomparativemeaningofsurvey responsesfromOtherparticipantswasoftenconfoundedbyinconsistencyinbothconceptsand language. ThenatureofthesurveyresponsescollectedfromthePRINCE2andOthergroupsalsodiffered substantiallyindiversity.IncomparisontotheOthergroup,significantPRINCE2responseswere qualitativelymorefocussed.Thismaybeareflectionofthebreadthandcohesiveorganizationof thePRINCE2framework.Becausethefundamentalprojectmanagementprocessesare comprehensivelydefined,usersmaybeabletofocusonspecificissueswithoutbeingdistractedby routineconcerns.

ProblemsandIssuesOrganizationalversusMethodological
ThemajorproblemsandissueswhichPRINCE2participantsbelieveimpedethesuccessofprojects usingPRINCE2aredemonstrablynotmethodological,butratherorganizational.TheOther participantsechoedthesimilarorganizationalconcerns,buttheimportanceofthesewasoffsetby thebroadrangeofframeworkrelatedissuesidentifiedbythem.

ProjectBoards/SponsorsandProjectGovernanceThemes
ThePRINCE2groupdirectedtrenchantcriticismtowardtheProjectSponsorandProjectBoard competency.InstrikingcontrasttothePRINCE2frameworkandmanualissueswithanaverage rankingof1.46,problemsandissueswithProjectSponsor/ProjectBoardCompetencythemescored anaveragerankingof4.6.ProjectBoardswerecriticisedfornumerousreasonsincluding: ProjectBoardmembersnotunderstandingtheirrolesandresponsibilities,lacking experienceorotherwisenotpossessingthenecessarycompetencetofulfiltheirroles Minimalcommitmentfromseniormanagementandlackofauthority CorporatemanagementthatbypassestheProjectBoard Failingtoperiodicallyrevalidatethebusinesscase Rushinginitiationbecauseofpressuretoshowimmediateprogress.

ProblemsandissuesrelatedtotherelatedProjectGovernancethemeweresignificant,butranked somewhatlowerwithanaverageof3.2.ThecruxofthePRINCE2participantconcernswasthelow prioritywhichorganizationsgivetoprojectgovernancewhetherthroughlackofunderstandingor anabsenceofcommitment.

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 Veryimportantly,thesourceofprojectgovernanceproblemsinorganizationsusingPRINCE2is organizationalandnottheframework.Infact,manyofthehighestrankedstrengthsofthePRINCE2 framework(citedabove)directlyaddressprojectgovernance,including: EmphasisingthecriticalroleplayedbytheBusinessinassuringcontinuingprojectviability ExtensiveguidanceonprojectgovernanceinthePRINCE22009editions Comprehensivedefinitionofroleandresponsibilitiesatalllevels.

ThenonPRINCE2participantsechoedsimilarsentimentsabout:thepoorqualityofproject governanceincludinglackoforunclearaccountabilities,poorleadershipandcommitmentfromthe seniorexecutive,cultureclashesbetweenstakeholdergroupscoupledwithnomeansofresolving disputes,andinadequateintegrationbetweentheprojectandotherorganizationallevels. Overall,thesentimentsexpressedbyboththePRINCE2andOtherparticipantsarenotjustabout lackofgovernanceandstructureandprocesswithinorganizations,butperhapsmoresignificantly aboutlackofprojectleadership.ThebusinessenvironmentsdescribedbybothPRINCE2andOther participantswhereseniorexecutivesupportissometimestepidandprojectgovernanceisweak, confirmotherresearch(Shenhar,2007;Stefanovic&Shenhar,2007)thatprojectsarenotbeing managedstrategically. Althoughtheliteratureonstrategicalignmentorfitbetweenstrategyandprojectshasbeen characterisedasvague(Shenhar,Milosevic,Dvir,&Thamhain,2007,p.6),scant(Milosevic& Srivannaboon,2006)andlimited(Srivannaboon,2005,p.37),thelimitedresearchsuggeststhat strategicalignmentisanecessaryifnotsufficientconditionforbusinesssuccess(Stefanovic& Shenhar,2007).Persistentandsubstantialstrategicmisalignment,particularlyinvolatile environments,willdiminishanorganizationsabilitytobothinfluenceandadaptto,itschanging environment. Notwithstanding,researchparticipantsandespeciallyPRINCE2participantsemphasison organizationalprojectgovernancemattersreflectsanemergingshiftinmindsetfromoperationally focusedtostrategicallyfocusedprojectmanagement(Shenhar,2007).Indeed,thedistinct differenceintheratiooforganizationaltoframeworkissuesbetweenthePRINCE2andOther groupsisinteresting.ItsuggeststhataprojectmanagementframeworksuchasPRINCE2whichis perceivedasbothcomprehensiveandflexiblemaybeasignificantfactorifnotaprerequisitein developingthisstrategicfocus.

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OrganizationalPMCompetencyandProjectTeamCompetencyThemes
OrganizationalPMCompetencyandProjectTeamCompetencyproblemsandissueswereranked onlyslightlybehindthoseofProjectGovernance.ThePRINCE2participantscritiquehighlightedtwo areas. First,organizationseitherdonotknowhow,ordonotpossessthecommitment,toproperly implementPRINCE2.Thisissymptomaticofapervasivestrategicissuewhichpermeatesnotjustthis themebutotherthemesincludingProjectGovernanceandTailoringandEmbedding. TheintroductionandimplementationofPRINCE2inanorganizationdemandsmuchmorethan managementmerelydesignatingPRINCE2asthestandardprojectmanagementframework,and runningtrainingcourses.TheintroductionandimplementationofPRINCE2inanorganizationmust berecognisedandmanagedasasignificantorganizationalchangewhichaddressesbothhardand softissuesincludingthedevelopmentofasupportingprojectmanagementculture. Second,thePRINCE2groupwasconcernedthatmanyRegisteredPRINCE2Practitionershavelimited projectmanagementexperience.ThevalueofthecurrentPRINCE2certificationindevelopinga soundunderstandingofthePRINCE2frameworkincludingacommonprojectmanagementlanguage wasuncontested.ButtomaintainandextendthevalueofPRINCE2certification,thePRINCE2 participantswantthecertificationprocessextendedtorecogniseproficiencyinapplyingPRINCE2to actualprojects.Thiscouldbeofferedasanadditionalaccreditation,preservingthevalueofcurrent certification. LiketheirPRINCE2counterparts,theOtherGrouparguedtheprimacyofexperience(bothdiversity anddepth)inrecruitingprojectstaff.Theyalsoemphasisedthecriticalroleofeducationand trainingindevelopingOrganizationalandProjectTeamCompetency.Bothgroupssawcoachingand mentoringintheworkplaceplayinganimportantroleintheeducationofprojectmanagers.The PRINCE2groupfurtherproposedthataccreditationbeintroducedforPRINCE2coaches. Organizationswerealsoencouragedtorecogniseandpromoteprojectmanagementasaprofession.

Tailoring/EmbeddingTheme
AlthoughPRINCE2participantsacknowledgedtheimportanceofthenewguidanceontailoringand embeddinginthePRINCE22009edition,theirfeedbacksuggeststhisguidanceneedstobe expanded,especiallyforembedding.However,recognizingtheimportanceofanorganizational approachtotheintroductionofPRINCE2,embeddingshouldnolongerbedeemedoutofscope

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 becauseitfocusesonthecorporateorganizationandnottheindividualprojects(Officeof GovernmentCommerce,2009a,p.97). TheOtherparticipantsalsorejectedtheonesizefitsallapproach(Shenhar,2001).Theyvalue projectmanagementmethodologieswhich:aresimpleandconcise,embodyflexibility,coverthe projectownershipandprovidetailoringguidelines. Callsforexpandedguidanceontailoringandembeddingaresalutary.Itreflectsthetrendawayfrom historiconesizefitsall(Shenhar,2001)approachtoprojectmanagement.Italsosuggeststhat projectswillbepressuredtoprogressivelyexhibitgreaterflexibilityandsensitivitytoenvironmental changeswhetherinternalorexternaltotheorganization.Bothpressureswillcontributeto strategicalignmentparticularlyinfastmovingbusinesssectors.

PRINCE2LearningfromtheOtherExperience
IncomparingPRINCE2withtheOtherprojectmanagementframeworks,primafaciePRINCE2 appearstoeithercoveroffmanyreportedproblemsandissues,orincorporatemanyproposed features.AsOtherproblems/issuesandfeaturescharacterisesabroadcrosssectionofgeneral projectmanagementpracticenotusingPRINCE2,furtherinvestigationofthissuggestedfinding wouldaddsubstantiallybothtothescopeandvalidityofthisresearch.Theresearchteamhas alreadydevelopedadraftsurveyinstrument.Desirablythiswouldbeundertakenbyanexpertpanel ofapproximately1020PRINCE2consultants/trainerswhohavenotbeeninvolvedinthisresearch tominimiseanybias.ThesameexpertpanelcouldalsojudgetheextenttowhichPRINCE2 problems/issuesandfeatureswereaddressedbythePRINCE22009release.

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CHAPTER5RECOMMENDATIONSANDFURTHERRESEARCH OPPORTUNITIES
Therecommendationsresultingfromthisstudyarelargelybasedonanalysisoffeatures recommendedbyPRINCE2participantstomitigateproblemsandissuespreviouslyidentified.For themostpart,recommendationshavebeenrestrictedtofeaturesrankedgreaterthan3ona normalizedscaleof1(low)to5(high). ThegreatestpriorityshouldbegiventoresolvingproblemsandissueswithProjectBoards/Sponsors. SubstantialinitiativesareneededtoeducateProjectSponsors,ProjectBoardmembersandother seniorexecutivesabouttheimportanceofprojectgovernance,theircollectiveandindividual responsibilitiesforeffectiveprojectleadership,andmoregenerallyPRINCE2processesandproducts. TheseinitiativescouldbesupportedbyaformalcertificationprogramforProjectBoardmembers, similartothatcurrentlyoperatingforPRINCE2practitioners.Thesesamerecommendationswould contributemarkedlytoestablishingeffectiveprojectgovernance.Theeducationinitiativesfor seniorexecutiveandprojectboardmemberscouldalsobuildupontheexistingProgrammeand ProjectSponsorqualification. ToimproveOrganizationalPMCompetency,organizationsneeddetailedguidanceonhowto introduce,implementandsustainPRINCE2fromanorganizationalperspective. Thisguidanceshould: emphasisetreatingtheintroductionofPRINCE2asasignificantorganizationalchange initiative, outlinethestepstosolicitseniorleadershipsupport, addressthegamutofimplementationissuesincludingthesofterissuessuchasthecreation oftheprojectgovernance/managementculture,and provideanimplementationplanoutline.

ThisguidancecouldpotentiallyextendthecurrentChangeManagementqualification. Relatedtothisrecommendation,theguidanceontailoringandembeddingshouldbeexpanded. Moreover,itisclearthatembeddingcannolongerbeconsideredoutofscope(Officeof GovernmentCommerce,2009a,p.97).Nevertheless,theadditionaltopicstobecoveredin tailoring,andthetopicstobeaddressedinanewembeddingsectionrequirefurtherresearch.

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 ThewholesubjectoforganizationalimplementationofPRINCE2,includingembedding,could becomeanothersignificantofferingwithintheOGCproductportfolio. TofurtherincreasethevalueofPRINCE2certificationinthemarketplace,additionalaccreditation shouldbeintroducedwhichindicatesthatthepractitionerbothunderstandsthemethodology,and canapplyitproficientlyinmanagingprojects.Furtherguidanceshouldalsobeofferedonhowto implementPRINCE2mentoringandcoachingintheworkplace. AlthoughthequalityandserviceabilityofthePRINCE2frameworkandmanualhasbeen demonstrated,otherpotentialareasofimprovementsuggestedare:expandedcoverageof stakeholdermanagement,greaterfocusonbenefitsmanagement,broaderdefinitionoftherole playedbyprojectassuranceandupdatingthesupplementaryguidePeopleIssuesandPRINCE2. Anexpertpanelconsistingofapproximately10PRINCE2consultants/trainersshouldbeconvenedto determinetheextenttowhichthePRINCE22009release: accommodatestheissuesandfeaturesidentifiedbytheOthergroup,and satisfiestheproblems/issuesandfeaturesraisedbythePRINCE2group.

Tosupportthisactivity,theresearchteamhasalreadypreparedadraftsurveyinstrument.

FURTHERRESEARCHOPPORTUNITIES
Insummary,theconclusionsandrecommendationsabovesuggestseveralavenuesofprofitable researchtargetingareassuchas: DeterminingthemajorfactorsaffectingtheintroductionofPRINCE2intoorganizationsand thendevelopingflexibleandinclusiveguidanceontheorganizationalimplementationof PRINCE2 Identifyingthecompetencieswhichprojectboardmembersandsponsorsmustpossessto satisfactorilyfulfiltheirprojectgovernanceroleswithinPRINCE2 ExtendingthisstudytoassesstheimpactoftheOGCsPortfolioguidance/MSP/PRINCE2 productportfolioonstrategicalignmentwithinanorganization.

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BIBLIOGRAPHY
Abell,N.,Springer,D.W.,&Kamata,A.(2009).DevelopingandAssessingRapidAssessment Instruments.Oxford,UK:OxfordUniversityPress. Borg,I.,&Groenen,P.J.F.(2005).ModernMultidimensionalScaling:TheoryandApplications (Seconded.).NewYork,NewYork:Springer. Bryman,A.(2008).SocialResearchMethods.Oxford,UK:OxfordUniversity. Creswell,J.W.(2009).ResearchDesign:Qualitative,andMixedMethodsApproaches(3rded.).Los Angeles,California:Sage. Flick,U.(2008).AnIntroductiontoQualitativeResearch(4thed.).London:Sage. Gloafshani,N.(2003).Understandingreliabilityandvalidityinqualitativeresearch.TheQualitative Report,8(4),597607. Guyon,I.,vonLuxburg,U.,&Williamson,R.C.(2009).Clustering:ScienceorArt?Paperpresentedat theClustering:ScienceorArt?TowardsPrincipledApproachesANeuralInformation ProcessingSystemsConferenceWorkshop. Kane,M.,&Trochim,W.M.K.(2007).Conceptmappingforplanningandevaluation.Thousand Oaks,California:Sage. Milosevic,D.Z.,&Srivannaboon,S.(2006).Atheoreticalframeworkforaligningproject managementwithbusinessstrategy.ProjectManagementJournal,37(3),98. Netemeyer,R.G.B.W.O.,&Sharma,S.(2003).Scalingprocedures:issuesandapplications:Sage Publications. Neuman,W.L.(2006).SocialResearchMethods:QualitativeandQuantitativeApproaches(6thed.). Boston,Massachusetts:Pearson. OfficeofGovernmentCommerce.(2009a).DirectingSuccessfulProjectswithPrince2.London:The StationeryOffice. OfficeofGovernmentCommerce.(2009b).ManagingSuccessfulProjectswithPrince2.London:The StationeryOffice. Rosas,S.R.,&Camphausen,L.C.(2007).Theuseofconceptmappingforscaledevelopmentand validationinevaluation.Evaluationandprogramplanning,30(2),125135. Shenhar,A.J.(2001).Onesizedoesnotfitallprojects:Exploringclassicalcontingencydomains. ManagementScience,47(3),394. Shenhar,A.J.(2007).StrategicProjectLeadership:TowardaStrategicApproachtoProject Management.InA.J.Shenhar,D.Milosevic,D.Dvir&H.Thamhaim(Eds.),Linkingproject managementtobusinessstrategy(pp.3555).NewtownSquare,Pennsylvannia:Project ManagementInstitute. Shenhar,A.J.,Milosevic,D.Z.,Dvir,D.,&Thamhain,H.(2007).Linkingprojectmanagementto businessstrategy.NewtownSquare,Pennsylvania:ProjectManagementInstitute. Srivannaboon,S.(2005).Linkingprojectmanagementwithbusinessstrategy.UnpublishedPh.D., PortlandStateUniversity,UnitedStatesOregon. Stefanovic,J.,&Shenhar,A.J.(2007).Doesstrategicalignmentcontributetobusinesssuccess.InA. J.Shenhar,D.Milosevic,D.Dvir&H.Thamhaim(Eds.),Linkingprojectmanagementto businessstrategy.NewtownSquare,Pennsylvannia:ProjectManagementInstitute. Sturrock,K.,&Rocha,J.(2000).Amultidimensionalscalingstressevaluationtable.FieldMethods, 12(1),4960. Trochim,W.M.K.(1985).PatternMatching,Validity,andConceptualizationinProgramEvaluation. EvalRev,9(5),575604.

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 Trochim,W.M.K.(1989a).Conceptmapping:Softscienceorhardart?EvaluationandProgram Planning,12(1),87110. Trochim,W.M.K.(1989b).Outcomepatternmatchingandprogramtheory.EvaluationandProgram Planning,12,355366. Trochim,W.M.K.(1993,Nov61993).Thereliabilityofconceptmapping.Paperpresentedatthe AnnualConferenceoftheAmericanEvaluationAssociation,Dallas,Texas. Trochim,W.M.K.,&Cabrera,D.(2005).Thecomplexityofconceptmappingforpolicyanalysis. Emergence:ComplexityandOrganization,7(1),1122. Trochim,W.M.K.,&Linton,R.(1986).Conceptualizationforplanningandevaluation.Evaluation andProgramPlanning,9,289308.

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Appendix1:QUTResearchTeam
MrRichardSargeant(ChiefInvestigator):RichardhelpeddevelopandnowteachesinQUTs ExecutiveMastersinComplexProjectManagement.RichardisalsopursuingPhDresearchstudying thecriticalfactorsaffectingstrategicalignmentbetweenorganizationalstrategyandprojects. RichardhasalmostthirtyyearsexperienceinDefenceacquisition,portfolio/programme/project management,ICT,andaerospaceengineering.HehasreceivedanMBEandanOAMforservicesto Defence.RichardisalsoaCharteredProfessionalEngineer,aCertifiedPractisingAccountant,a FellowoftheRoyalStatisticalSocietyandaFellowoftheAustralianInstituteofProject Management. ProfessorCarolineHatcher:ProfessorHatcherisaProfessorintheFacultyofBusinessandCourse CoordinatoroftheQUTExecutiveMastersinComplexProjectManagement.ProfessorHatcheris anactiveresearcherintheareaoforganizationalandleadershipcommunicationwithaspecialfocus oncommunicationinprojectandcomplexenvironments.Inparticular,ProfessorHatcherisamajor contributortooneofAustraliaslargestfundedresearchprojectsinvestigatingthecontributionof projectleaderbehaviourstoprocessesandoutcomesinlargescaleprojects.ProfessorHatcheris alsoPresidentoftheWorldCommunicationAssociation.ProfessorHatcherhaspublishedvery widelyincludingseveralbooksand20refereedjournalarticlesinthelastdecade. AssociateProfessor(A/Prof)BambangTrigunarsyah:A/ProfTrigunarsyahisAssociateProfessorof ProjectManagementintheFacultyofBuiltEnvironmentandEngineering.BeforejoiningQUT, A/ProfTrigunarsyahwasHeadoftheDepartmentofCivilEngineeringandAssociateProfessorin ConstructionProjectManagementattheUniversityofIndonesia.A/ProfTrigunarsyahhadmany yearsexperienceintheconstructionandoildevelopmentindustries.A/ProfTrigunarsyahhas publishedwidelyinconstructionmanagementandroadconstruction,coauthoringtwobooksand oversixtytechnicalpapers. DrVaughanCoffey:DrCoffeyisaLecturerinConstructionandProjectManagement.DrCoffeyis alsoamajorpresenteronprojectmanagementtoseverallargecompaniesandorganizationsboth internationallyanddomesticallyincludingShellPetroleum,theAustralianUrbanDevelopment InstituteandAUSENCO(oneofAustraliaslargestprovidersofengineeringandprojectmanagement servicesintheresourcesandenergysectors).DrCoffeyhasmorethan30yearsexperienceinthe constructionindustryespeciallyinAsia.DrCoffeysmajorresearchinterestsareorganizational

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 culture,projectmanagement,strategicfitlinkingorganizationalstrategytoprojects,andproject qualitymanagement.DrCoffeyhasrecentlypublishedanewbookwithTaylorandFrancisintheUK (distributedbyPalgraveMacmillaninAustralia)entitledUnderstandingOrganisationalCultureinthe ConstructionIndustry. DrJudyKraatz:DrJudyKraatzsrecentdoctoralstudiesinvestigatedhowprojectobjectivescanbe betteralignedwithanorganisationscorporateobjectivesandresponsibilities.Theoutcomeofthis researchisavaluemappingframeworkwhichtracksprojectperformancebacktoexisting organisationalobjectives,outcomesandvalues.Thisresearchbuildsupontwentyyearsof professionalactivityasapracticingarchitectandacademicinthebuiltenvironment.Thisincludes experienceasGroupManager(Architecture)withBrisbaneCityCouncilandvariousrolesinthe CommonwealthGovernmentsbuildingprocurementgroups,asdesignarchitect,changeagent,and seniormanager.JudysacademicexperienceincludesappointmentastheProgramDirectorfor buildingcoursesatCentralQueenslandUniversity.AkeyfocusofJudysprofessionalandresearch activityforthepastdecadehasbeenembeddingsustainabilityineducation,businessandproject deliveryandresearch.

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Appendix2CrossReferencebetweenConceptThemesandConceptMapConcepts
ConceptTheme Framework/Manual PRINCE2IssuesConcepts FrameworkandManual ConceptMap PRINCE2FeaturesConcepts OtherIssuesConcepts FrameworkPRINCE2 Framework FrameworkGovernance Manual ProjectGovernance Competency ProjectBoards/Sponsors Competency OrganizationalPM Competency ProjectGovernance Certification&TrainingProject Governance Certification&TrainingProject Governance* Certification&TrainingProject Governance ProjectGovernance RelationshipManagement ProjectGovernance Financial/CostManagement* RequirementsManagement ProjectGovernance OrganizationalPMCompetency RequirementsManagement ProjectSystemsandControls ProjectTeamCompetency OrganizationalPMCompetency Certification&TrainingPRINCE2 Framework Tailoring
Table28:RelationshipsbetweenConceptsandConceptThemesineachConceptMap

OtherFeaturesConcepts RequirementsManagement* ProjectSystemsandControls*

RequirementsManagement*

ProjectGovernance*

Sponsor/Board OrganizationalPMCompetency*

RequirementsManagement Financial/CostManagement Tailoring

ProjectTeamCompetency

Tailoring/Embedding

Tailoring

Tailoring

*indicatestheparticularthemeunderwhichtheconceptissuesorfeaturesarediscussed

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Appendix3ConceptMaps

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 OrgPMCompetency Tailoring

Sponsor/Board Framework&Manual ProjectGovernance

Figure5:PRINCE2IssuesConceptMapAllIdeas

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 OrgPMCompetence

Tailoring

Sponsor/Board

Framework&Manual ProjectGovernance
Figure6:PRINCE2IssuesConceptMapSignificantIdeas(Ranking>=3)

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FrameworkPRINCE2

FrameworkGovernance

Manual

Certification&Training ProjectGovernance

Certification&TrainingPRINCE2

Tailoring
Figure7:PRINCE2FeaturesConceptMapAllIdeas

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FrameworkPRINCE2

FrameworkGovernance

Manual

Certification&Training ProjectGovernance

Certification&TrainingPRINCE2

Tailoring
Figure8:PRINCE2FeaturesConceptMapExistingFeatures

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FrameworkPRINCE2

FrameworkGovernance

Certification&Training ProjectGovernance Manual

Certification&TrainingPRINCE2

Tailoring
Figure9:PRINCE2FeaturesConceptMapRecommendedFeatures

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 Financial/CostManagement ProjectGovernance

Tailoring Relationship Management

Framework

RequirementsManagement
Figure10:OtherIssuesConceptMapAllIdeas

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 Financial/CostManagement

ProjectGovernance

Tailoring Relationship Management

Framework

RequirementsManagement
Figure11:OtherIssuesConceptMapSignificantIdeas(Ranking>=3)

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RequirementsManagement ProjectGovernance

ProjectTeam Competency

ProjectSystemsandControls

Tailoring

OrgPMCompetency
Figure12:OtherFeaturesConceptMapAllIdeas

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Appendix4ConceptStatistics
ConceptMap ConceptName
Sponsor/Board ProjectGovernance

NoofIdeas
16 18 16 9 11 15

ConceptRanking
4.67 3.17 3.06 2.78 1.91 1.13

PRINCE2Isses

OrganizationalPMCompetency Tailoring Framework Manual

Certification&TrainingProjectGovernance FrameworkGovernance

7 7 8 11 19 13

4.29 4.14 3.50 3.36 3.16 2.46

PRINCE2Features

Certification&TrainingPRINCE2Framework FrameworkPRINCE2 Tailoring Manual

RelationshipManagement RequirementsManagement

6 15 20 4 11 11

3.83 3.53 3.40 3.25 3.09 2.36

OtherIssues

Governance Financial/CostManagement Framework Tailoring

RequirementsManagement ProjectTeamCompetency

14 12 15 20 15 8

3.79 3.75 3.40 3.38 3.33 2.88

OtherFeatures

ProjectGovernance ProjectSystemsandControls OrganizationalPMCompetency Tailoring

Table29:ConceptStatistics

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Appendix5ConceptMapMultidimensionalScalingand ReliabilityStatistics

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 SurveyStatistics Noof ConceptMap PRINCE2Issues PRINCE2Features Other'Issues Other'Features cases 85 65 68 85 Noofparticipants Sorting 18 19 20 19 NoofParticipants Ranking 19 19 21 19 MultidimensionalScalingStatistics MDSStress1%LeftTailCutoff (Sturrock&Rocha,2000) 0.390 0.380 0.382 0.390
3

Normalized RawStress 0.086 0.097 0.114 0.099 StressI 0.292 0.311 0.337 0.315 StressII 0.688 0.751 0.819 0.749

Table30:MultidimensionalScalingStatistics

AnyStressIvaluelessthanthecutoffparameterdefinedbySturrockandRocha(2000)hasaprobabilityoflessthan1%ofresultingfromarandomconfiguration

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 ConceptMapReliabilityStatistics4 InterRater Internal Consistency Average Individualto Average Average Individualto Individual Reliability(rII) 0.776 0.735 0.726 0.710 Correlation Coefficient(ICC) SplitHalfTotal

Cronbach'sAlpha TotalReliability IndividualtoMap ConceptMap PRINCE2Issues PRINCE2Features Other'Issues Other'Features () 0.947 0.798 0.955 0.928 (rIT) 0.938 0.931 0.930 0.927 Reliability(rIM) 0.907 0.887 0.872 0.876

2WayRandom MatrixReliability SplitHalfMap (rRR) 0.911 0.528 0.742 0.781 (rSHT) 0.791 0.804 0.786 0.774 Reliability(rSHM) 0.673 0.535 0.364 0.538

Table31:ConceptMapReliabilityStatistics

ConceptMapreliabilitystatisticsdefinedbyTrochim(1993)

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Appendix6ConceptMapData

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PRINCE2IssuesConceptMap
IdeaNo 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 Normalized Ranking 2 2 5 5 5 4 4 3 4 3 5 4 3 2 5 4 1 1 3 2 4 1 1 4 5 2 5 1 4 1 3 3 4 1 Issue PRINCE2manualcontainsinternalcontradictionsknownforseveralversionbutnotcorrected PRINCE2definesmanydetailedactivitieswhichorganizationsdonotuse Organizationdoesnotunderstandtheroleoftheprojectgovernanceprocessindecisionmaking TailoringbyinexperiencedPMsreducesthepowerofPRINCE2bytakingawayessentialstuff Project'startingup'and'initiation'arerushedormissedbecauseofpressure'togetgoing' LoworganizationalPMmaturity PRINCE2exceptionprocessesnotfollowedinmanagingescalatedissues Difficultrequirementsdeferredandretrofittedlater Insufficienttimeallocatedforplanningandprojectapprovals PMsdonotreceiveadequatesupportintheirinitialuseofPRINCE2 ProjectBoardmembersnotalwayscompetenttofulfiltheirrole PRINCE2processesneedtobetailoredtosizeofprojects,tosuitorganisationalcontext Changemanagementprocessiseffectivebuttimeconsumingandverydifficulttospeedup Assumesalinearorwaterfallapproachtodeliverythisdoesnotcopewellwithprojectchange Organizationhaslowrespectforprojectgovernance ProjectBoardsdonotdefinethetoleranceswithinwhichthePMmustwork Approvalstoinstallnewequipmentdelayedduetolackoftechnicalunderstandingofchangesrequiredbyproject PRINCE2manualtoodetailed Projectlessonslearnedarenotadequatelycapturedoractioned Littleguidanceofferedonprocessestomanagesuppliers ProjectSponsordoesnotcontroltheprojectfunds PRINCE2manualcontainstoomany'seeotherOGCdocument'references PRINCE2manualrepetitiousandfragmented Organizationfocusesonprojectcostratherthanbenefits BusinessCaseisnotusedtoperiodicallytestandconfirmprojectviability HowcrossorganisationalactivityoccursisnotclearlydefinedinPRINCE2processes ProjectBoardsconstitutedbydelegateswholackauthoritytomakedecisions Financialsystemisnotabletodeliveractualfiscalinformationforreports ProjectBoardsaredifficulttoconvene DemandsforextrareportsoutsideofthePrince2frameworkmethodology Structuredprocessesareimportantbutcansometimesleadtoinflexibiltyindealingwithuncertainty Someteammembersstruggletoapplyproductbasedplanningandtounderstanditsrelationshiptoscopeandquality ProjectBoardsdonotdelegatesufficientauthoritytothePM Toomanydetailedacronymstomemorise,makingitdifficulttoengagetheorganization Concept Manual Tailoring ProjectGovernance Tailoring Sponsor/Board ProjectGovernance OrganizationalPMCompetency ProjectGovernance ProjectGovernance OrganizationalPMCompetency Sponsor/Board Tailoring Tailoring Framework ProjectGovernance Sponsor/Board ProjectGovernance Manual ProjectGovernance Framework Sponsor/Board Manual Manual ProjectGovernance Sponsor/Board Framework Sponsor/Board ProjectGovernance Sponsor/Board ProjectGovernance Tailoring OrganizationalPMCompetency Sponsor/Board Manual

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PRINCE2IssuesConceptMap
IdeaNo 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 Normalized Ranking 4 5 1 3 4 1 2 4 2 1 1 2 2 5 5 2 4 5 4 1 3 2 1 2 5 3 2 3 4 3 1 3 Issue Althoughrequirementsremainvagueorunapproved,theprojectproceedsbecauseoftimepressures Escalatedissues(ExceptionReports)arenotresolved PRINCE2methodologytootheoretical TailoringPRINCE2tomatchprojectsizeisdifficult Benefitsrealisationisnotmanagedbeyondprojectclose PRINCE2manualoffersnaiveandshallowguidanceespeciallyinriskandchangemanagement FinancialandHRdelegationsgetchangedcausingprojectdelays OrganizationdoesnotknowhowtoapplyPRINCE2processes DoesnotdefineaninterfacetoProcurementactivities ExamplesprovidedarelargelylimitedtoInformationandCommunicationsTechnology PRINCE22009madesomedumbchangeslikeremovalofsubprocessid'stobepopularist PRINCE2sayslittleaboutthelinkagebetweenprojectsandprogrammes DifferinginterpretationsacrosstheorganizationaboutexactcontentrequiredinPRINCE2managementproducts ProjectBoardsarenotusedeffectively CorporatemanagementbypassestheProjectBoard Rulesbasedlacksunderlyingprinciples Projectshavelimitedinvolvementorrepresentationfromthecustomer ProjectBoardsdonotunderstandtheirrolesandresponsibilities PRINCE2usedinnameonlytheProjectBoardandPMthinktheyareusingPRINCE2,butnotreally. PRINCE2zealotry PRINCE2processespoorlyintegratedwithotherenterpriselevelprocessese.g.businessplanning TendencytothinkthatbecausePRINCE2sayssomethingmustoccur,itdoesoccur PRINCE2manualmutatesratherthanevolvesevery3to4yearscreatingdisruptiontoprojectteamsrequiring expensiveupdatestointernaldocumentation Toolabourandtimeintensiveifimplemented'bythebook' Lackofcommitmentandleadershipfromseniormanagement PRINCE2lackssufficientemphasisonthepeopleissues PRINCE2methodologytoocomprehensive,leadingto'bureaucratic'behaviour Issuemanagementpileuplackofclarity,worry,fearetccanbeenteredasanissue.Filteringthesequiteatask. Projectaccountabilitiesnotenforced LackofcriticalmassofthoseunderstandingPRINCE2methodologyintheorganisation PRINCE2doesn'tprovidetemplatesformanagementproducts(withguidelines),soorganizationsmustcreatetheir own Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives Concept ProjectGovernance Sponsor/Board Framework Tailoring ProjectGovernance Manual ProjectGovernance OrganizationalPMCompetency Framework Manual Manual Framework OrganizationalPMCompetency Sponsor/Board Sponsor/Board Framework Sponsor/Board Sponsor/Board OrganizationalPMCompetency Tailoring ProjectGovernance OrganizationalPMCompetency Manual Tailoring Sponsor/Board Framework Tailoring OrganizationalPMCompetency ProjectGovernance OrganizationalPMCompetency Manual OrganizationalPMCompetency

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PRINCE2IssuesConceptMap
IdeaNo 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 Normalized Ranking 2 1 3 3 4 5 4 3 1 5 3 1 1 2 1 1 1 4 3 Issue Projectsclosedprematurelyandpoorly VolumeofPRINCE2manualcandistractprojectteamfromdeliveringpractical/realoutcomes NotenoughpeoplehavebeentrainedinPRINCE2 Stageprocessesarenotstrictlyfollowed ManysocalledPRINCE2Practitionershaveneverrunaproject,andsotimeandeffortiswasted ProjectBoardsdonotunderstandorapplymanagementbyexception Organizationdoesnotknowhowtomanagequalityusingproductdescriptionsandcustomerqualityexpectations Budgetis'lockedin'whenlittleisknownabouttheproject Seniormanagementdemandsdocumentationbesuppliedintheirformatsandtemplates ProjectBoardsareinexperienced PMsaretreatedasprojectcoordinators PRINCE2manualhasmanygapse.g.nodirectiononfinancialaccountingforprojects PRINCE22005and2009guidancecreatestwosetsofadvice PRINCE2methodologyhastoorigidastructurecanstifleinnovationandcreativity PRINCE2is'builtinmidair'lacksfoundationdisciplinese.g.constructingschedulesandmotivatingpeople PRINCE2examfocusesonruleoverprinciple PRINCE2manualdifficulttoread Budgetorresourcesnotsufficienttosatisfyprojectneeds Doesnotincludeaqualitymeasurementframeworke.g.KPIs Concept ProjectGovernance Manual OrganizationalPMCompetency OrganizationalPMCompetency OrganizationalPMCompetency Sponsor/Board OrganizationalPMCompetency ProjectGovernance OrganizationalPMCompetency Sponsor/Board OrganizationalPMCompetency Manual Manual Manual Framework Framework Manual ProjectGovernance Framework

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PRINCE2FeaturesConceptMap
IdeaNo 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 Normalized Ranking 3 4 4 3 5 3 2 2 3 2 3 3 4 3 3 4 3 3 3 4 3 1 4 2 4 4 2 3 4 3 3 4 4 5 4 3 4 4 4 4 5 5 4 5 Feature Showhowtobettermanagetolerances(e.g.withearnedvalueanalysis) Defineprojectsizingandclassificationmodeltoguidetailoring ImproveandexpandguidanceontailoringP2todifferentcontexts P2establishesarobustplanningframework IncreasingseniormanagementawarenessofP2processesandmanagementproducts Includemorechecklists WelldefinedprojectlifecycleinP2 LessdocumentationinP209 Newcompanionvolume'DirectingSuccessfulProjectswithPRINCE2'forP209 PrinciplesbasedprojectmanagementintroducedinP209 Replacementofcomplexsubprocesseswithsimpler,morepracticalactivitiesinP209 Stages'assistbudgeting Producea'lite'versionforsimpleapplications IncorporateastandardsetoftemplatesforallP2productsratherthaneachorganizationdevelopingtheirown Specifypredefinedprocessesforsmall,mediumandlargeprojects Putgreaterfocusonbenefitstrackingandbenefitsmanagement Identifyshortcutsandnonessentialsteps Standardtemplatesformanagementproducts GreaterfocusondeliverysupportedbycoredocumentsinP209 Redefinehowprojectassuranceaddsvalue AddressPMOandProjectSupportresponsibilitiesandinterfacesinP2manual RewriteP209manual Stageplanningensuringthatworkisnotdonewithoutthenecessaryapprovals MakenosignificantchangestoP2methodology Runinternalproductbasedplanningworkshopstodemonstratethetechnique'seffectiveness MakeP2certificationmorepracticallyorcompetencybased ImplementationanddeploymentsupportedbytheP3M3 MapP2toacompetencemodeltohelpdevelopteamcapabilities PMsmustbewillingtodeviatefromthemethodologytoresolveissues Introducecertificationforprojectboardmembers AvailabilityofP2CertifiedTraining Explicitlyaddressthelinkagestoprogrammeandportfoliomanagement Expansionoftolerancesconcepttosixareastime,cost,scope,risk,qualityandbenefitsinP209 ModifypractitionerexamtotestcompetenceinmanagingaprojectusingP2ratherthanjustP2methodology Offersaprescribedandwelldefinedprojectmanagementmethodology BroaderrangeofexamplesinP209 SuccessofP2criticallydependentupontheextentofthePMsexperience Updatesupplementaryguide''PeopleIssues&P2' Newchapteron''tailoringandembedding'inP209 Emphasizesproductbasedandproductfocusedplanninganddelivery ExplainhowtoachievetheseniorleadershipcommitmentneededtoembedP2inmanual Expandcoverageofstakeholdermanagement Includesaprojectandqualityassuranceapproach Comprehensivelydefinesrolesandresponsibilitiesatalllevels Existingor Recommended R R R E R R E E E E E E R R R R R E E R R R E E R R E R R R E R E R E E R R E E R R E E Concept Tailoring Tailoring Tailoring FrameworkPRINCE2 Certification&TrainingProjectGovernance Tailoring FrameworkPRINCE2 Manual FrameworkGovernance FrameworkPRINCE2 Manual FrameworkPRINCE2 Tailoring Tailoring Tailoring FrameworkGovernance Tailoring Tailoring FrameworkPRINCE2 FrameworkGovernance Manual Manual FrameworkPRINCE2 Manual Certification&TrainingP2Framework Certification&TrainingP2Framework Tailoring Certification&TrainingP2Framework Tailoring Certification&TrainingP2Framework Certification&TrainingP2Framework Tailoring FrameworkPRINCE2 Certification&TrainingP2Framework FrameworkPRINCE2 Manual Certification&TrainingProjectGovernance Manual Tailoring FrameworkPRINCE2 Certification&TrainingProjectGovernance Manual FrameworkGovernance FrameworkPRINCE2

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PRINCE2FeaturesConceptMap
IdeaNo 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Normalized Ranking 3 2 2 3 2 2 4 2 3 5 3 4 1 3 4 5 4 3 5 1 3 Feature Includemoreandbroaderrangeofcasestudies Makegreateruseofprojectmanagementmaturitymodels(e.g.P3M3) ExplainhowtointroduceP2intoanorganizationinthemanual DemonstratehowtointegrateP2andenterpriselevelprocesses Incorporatesuppliermanagementprocessesinmanual RemoveextensiveactivitydetailfromtheP209 Developcourseforprojectsponsorsandprojectboardmembers P209ismorereadable UpdateP2trainingtoreflect'realities' Educatingprojectboardmembersontheircollectiveandindividualresponsibilities Isstructuredandcontrolled Demonstrate(withexamples)howP2canbeusedwithnontraditionaldevelopmentanddeliverymethodologies(e.g.agile) Splitfoundationandpractitionerknowledgeintoseparatepublications ImplementaccreditationschemeforP2coaching Preparepublicationtargetingtheroles&responsibilitiesofprojectboardsandexecutives EmphasizescriticalroleoftheBusinessCaseinassuringthecontinuingprojectviability Avoids'topheavy'managementbydelegatingresponsibilitiestotheappropriatelevel Placegreateremphasison'peopleissues' ExtensiveguidanceonprojectgovernanceinP209 Removequalityreviewandchangecontroltopics(organizationsoftenhaveequivalentprocesses) CreateP2tooltocapturelessonslearned Existingor Recommended R R R R R R R E R R E R R R R E E R E R R Concept Tailoring Tailoring Manual Tailoring Manual Manual Certification&TrainingProjectGovernance Manual Certification&TrainingP2Framework Certification&TrainingProjectGovernance FrameworkPRINCE2 Tailoring Tailoring Certification&TrainingP2Framework Certification&TrainingProjectGovernance FrameworkGovernance FrameworkGovernance Certification&TrainingProjectGovernance FrameworkGovernance Manual Tailoring

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'Other'IssuesConceptMap
Idea Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Normalized Ranking 3 3 5 3 2 3 5 3 4 5 3 3 4 5 3 5 4 4 4 4 2 2 2 3 2 4 5 2 Issue Unsuitablefinancepolicydesignedforlargeprojectsbutnotsmallprojectswithinalargeportfolio Norealrecognitionofsitespecificrequirementsforsafety,qualityandothertemporaryactivities Nodefinedchainofcommandandcomplacency. ToomuchfaithinIT,notenoughsupportfor'managementskills'(peoplesideunderplayed) Workbreakdownstructuremethodologynotstandardised NewPMFhasdiscardedprovenexistingtoolsandtechniqueswithoutconsideringworthi.e.repackageof oldversionslackingadaptationandflexibilitytochangeculture Noformalriskplanningrisksnotproperlymanagedorquantifiedthusunforseenissuesduringproject execution Pooractionregisterwithinsufficientimportanceplacedon'lessonslearned' LackofleadershipandtopmanagementsupportandbuyintostandardisedPMprocessesandmethodology inconsistentprojectpractices Unclearlinesofauthorityandnorealteamcommitment Standardratherthantailoredsolutionsapplied Managementfocusontime/cost,hencelowquality/highcostdelivery HighlyprocessratherthanstrategicallydrivenPMnotstrategicallyengaged Cultureclashesbetweendifferentstakeholdersandpoordisputeresolution Difficultyinunderstandingintangibleclientrequirementsforcommissioningandhandover Poorbusinesscase,projectdefinition,illdefinedscope,uncleargoals,prioritiesandobjectiveschangewith leadership Excessivetimeconsumingeffortrequiredtomonitor/controlsuppliers/contractorsnopowertoenforce3rd partiestodeliver Lackofprojectboundariesandtoomanyactivities/tasks LackofPMtrainingtostaff,clientsandworkpackageownersandpoorunderstandingofPMF Difficultyaligningprojectgoalswithgoalsofkeystakeholders Nostandardprocess Timedominatesprobabalisticsandnorealoptioninclusion Qualityexpectationtoohigh Inadequatecontrolandtimelyreportingmechanisms. TechnicalandITinterfacecontrolneedsintegratingwithexistingframework(userinterfacenotuserfriendly) Conflictingorunbalanceddepartmental/projectinterests(lackofunderstandingofrequirements) Lackofgovernance,poorstagegates,lackofaccountability; Policiesandproceduresdesignedforexternalcustomerratherthanowninternalorganisationalprojects Concept Financial/CostManagement RequirementsManagement ProjectGovernance ProjectGovernance Framework Tailoring Framework Framework ProjectGovernance ProjectGovernance Tailoring ProjectGovernance Framework RelationshipManagement RequirementsManagement RequirementsManagement ProjectGovernance RequirementsManagement RelationshipManagement RequirementsManagement Framework RequirementsManagement RequirementsManagement Framework Tailoring RequirementsManagement ProjectGovernance Tailoring Page72

'Other'IssuesConceptMap
Idea Number 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 Normalized Ranking 3 1 3 2 3 2 2 3 3 3 4 4 3 4 2 3 3 4 5 3 2 3 3 4 2 2 3 3 Issue Inadequatefocusoncommissioningandhandovertoownerissues Currentlegalframework(US)isconstraininginnovationinPM Notabletophysicallycontrolbudget Difficultyingivingclientbadnews No'lessonslearned'fromoperatingPMF Poordocumentcontrolandfiling Safetyperformancebasedonstakeholdercorporateculturesandnotcompliancebased Nocostonlytimemonitoringconsideredimportantfortrackingandanalysisprogressmeasurementnot measuringtherealprogress LackofPMprocessmaturitynonconstructionskilledconsultantsdrivingPMforhighfeeslowservicequality ClientandprojectteammembersunfamiliarwithPMframework/methodology PMnotresponsibleforschedule Designinformationinsufficienti.e.poorprojectbrief LackofcommitmenttoproviderelevantexpertiseandHRresourcestoprojectrecruitmentbasedonavailability Lackofownershipandsystemintegrationamongstalllevelsofproject Nosupportprovidedtohelpmanagedaytodayfocus Killingprojectsi.e.'no/go'solutionsnotanoption Proposaltimeframetooshortforallstakeholderstoinput Poorprojectexecution Poorchangecontrolandscopecreepduetocustomers/userdemands(costofvariationsnotproperly considered) Projectsuccessdefinition/criteriabaseduponprojectobjectives,doesnotconsidereffectsoftheprojectson others(internal/external)oronculture/processes PMFtooadvancedforcurrentorganizationalcapability LowPMresources Planningtoodetailed,morefocusonmilestonesandlogics Plentyof'how'and'what'butnounderstandingof'why'rootcausesofproblemsnottackled PMFandmethodologiestooprescriptivewithnotenoughtailoredstrategiessilverbulletsonlysought Cumbersomelinearprocesse.g.lengthyprojectinitiationreliedona5stageapprovalsystembeforeproject commencement(preventsproperhandlingofdynamicissues) UntimelyPMappointment PMFproblemsunresolveddespitereviews Concept RequirementsManagement Outlier Financial/CostManagement RelationshipManagement Framework Framework ProjectGovernance Financial/CostManagement ProjectGovernance RelationshipManagement ProjectGovernance RequirementsManagement ProjectGovernance ProjectGovernance ProjectGovernance ProjectGovernance RequirementsManagement ProjectGovernance RequirementsManagement RequirementsManagement Tailoring ProjectGovernance Framework RequirementsManagement Tailoring Tailoring ProjectGovernance ProjectGovernance Page73

'Other'IssuesConceptMap
Idea Number 57 58 59 60 61 62 63 64 65 66 67 68 Normalized Ranking 2 4 4 3 3 2 2 4 2 5 5 3 Issue PMFnotusedconsistently/universallyacrossorganisation(e.g.PMstendencytoreuseownbestpractice materialsratherthan'standard'materials Lackofattentiontodefiningandmonitoringriskssono'earlywarningsystem', Poorstakeholdermanagementandconflictingobjectives Meddlingbysponsorswithtime/costcausing'churn' PMFusedasnonflexibleprescriptiveprocesstoomuchfocusontemplatesasan'end'notasa'means' PMFpredominatelypaperbasedcausingdelaysinobtainingsignaturesandthusdelaysincommencingprojects Difficulttoimproveprocesseswhileorganizationalchangeongoing Poorbudgeting,costcontrolsystemandprojectestimates(lackofformal'modelling') FreeformPMmethodsusedinappropriately Inadequatecommunication Notenoughimportancegiventogoodstartup/commissioningonlyexecution PMtoolsnotintegratedintostandardprocesses Concept Tailoring RequirementsManagement RelationshipManagement ProjectGovernance Tailoring Tailoring ProjectGovernance Financial/CostManagement Framework RelationshipManagement Framework Tailoring

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'Other'FeaturesConceptMap
StatementNo 1 2 3 4 5 Normalized Ranking Feature Enhancedmanagementdirectionforwhencontractcompletionisreallyagreed 2 4 2 3 2 Greateremphasisplacedonoutcomes(effectiveness)ratherthanjustefficiency(time,cost,performance) Personnelbeingrotatedthroughbusinessto'shakeupculturalnorms' Fullyelectroniccontractdocumentationprocessintroduced Mechanisminplacetogetmoreenvironmentalcontrolsinplaceonprojects Usinglaunchworkshopsandvalueengineeringwithdesign/contractorstakeholderstounderstand requirementsandunderstandthatPMvalueaddmetricsaredifferenttoengineeringmetrics DevelopingPMasaprofessionwithpropertrainingandformalisedperformancestandards ConductpostprojectreviewonPMmethodology Acceptanceoflifecycleapproachforallprojectinvestmentdecisions Sharingofbestpracticecontractualrequirementscommunicatedbetweencontractors Riskaversionandthenonsharingofriskswiththosethatbenefitfromnewapproaches Newprojectpricingformtobereviewedandsignedoffbeforesendingtocustomer Incorporationofachievementofprojectgoalsinemployeeappraisals Establishedformalprocessforprojectdefinitionincorporatingsitespecificrequirementinscopingthe project Considerationofcommercialaswellasfinancialmanagementandtailoredguidelinesrequired DevelopingknowledgemanagementdatabaseoflessonslearnedE) Tailoringguidelines/methodologytosuitindividualprojectsratherthan'onesizefitsall' EnsureadequateflexibilityinPMF Betteroutcomedefinitionrequiredtoimprovedecisionmaking Minimizepropensityforblamefrommanagementbyimprovingprojectdocumentation Definedprocessforownersinvolvementindecisionmakingandchangemanagement Trainingandtailoredguidelinesintroducedtoimproveorganizationalawarenessandrespectforschedules asacontrolmechanism Workerinputintoprocesseswhicharebeingmorestandardized/refined/definedi.e.projectstartups Betterreviewsbaseduponkeydocuments LeadershipprioritisingPMinvestment RecruitingreliableteammembersandmakingPMexperiencea'must'requirement Implementingbettercommunication&projectreportsforchangecontrol LeadershiprecognizesPMvalue Concept ProjectGovernance RequirementsManagement ProjectTeamCompetency ProjectSystemsandControls ProjectSystemsandControls

6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

4 5 4 4 4 3 3 4 5 3 4 4 3 4 2 5 4 3 3 4 5 5 5

RequirementsManagement ProjectTeamCompetency OrganizationalPMCompetency RequirementsManagement OrganizationalPMCompetency RequirementsManagement ProjectSystemsandControls ProjectTeamCompetency RequirementsManagement ProjectSystemsandControls OrganizationalPMCompetency Tailoring Tailoring RequirementsManagement OrganizationalPMCompetency RequirementsManagement OrganizationalPMCompetency Tailoring ProjectSystemsandControls ProjectGovernance ProjectTeamCompetency ProjectSystemsandControls ProjectGovernance

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'Other'FeaturesConceptMap
StatementNo 29 30 31 32 33 34 Normalized Ranking Feature Involvingsoftdisciplines(e.g.Systemsthinkers,psychologists)toimprovePMculture 3 4 4 3 2 3 Implementprojectmentoring;workplacetrainingandtrainingofclientsandstakeholdersinPMF Intensifyestimatingprocess;introducebasiccostreportsforestimating;unifycostcontrolsystemand incorporatevaluemetrics BetterdeterminationofWorkBreakdownStructuredecomposition;andstandardisationofWBSsoftware toolsrequiredacrossprojects Developsimpleprojectapproachalignedtoindustrypracticestoenablebetteronboardingandimprove maturity Explicitstepstakentoselectactivitiesupfront Provisionofsufficienttime/budgettoassesschanges;cleardecisionfromclientonacceptance/rejection; andassociatedtimeproblemsalleviatedbyuseofheuristicestimatesandaccuratereporting Providingbonusfornotamendingdesigns MoreR&Dintroduced Processfortrackingintroduced Periodicreviewofbusinesscasetoensureongoingviabilityrelativetoalternateinvestments Managingcommunicationofkeylivingdocumentstobegivenaccuratefactsonprogramrollouts ITapplicationforPMFramework/processoperating Managingcommunicationofkeylivingdocumentstoshowrealprojectstatusamongkeystakeholders (projectparticipantsandpolitical) Ensuringstakeholderagreementtoprojectobjectivesandresultingallocationofresponsibilities IndustryreactingandadaptingtoourPMframework Educatingclientoftherisksofproceedingwithunresolvedissues Financialpenaltyfordelayincontractcompletionintroduced Properformalised,comprehensiveandmandatoryriskidentificationandmanagementprocessinplace UsingmethodsandtoolsthathelphighlightingPM(andteam's)rolesandresponsibilities Agreedandexecutednewgovernanceincludingeffectivegatewayprocess Providesufficientcontingencyforunexpectedevents Improvingqualityassurancesystemlinkintootherhighlevelcompanysystems Establishedformalprocessforimplementingperformanceacceptancecriteria Concept ProjectGovernance ProjectTeamCompetency ProjectSystemsandControls ProjectSystemsandControls Tailoring RequirementsManagement

35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

4 1 1 4 3 4 3 4 5 2 5 2 5 3 4 4 2 4

RequirementsManagement OrganizationalPMCompetency Tailoring ProjectSystemsandControls ProjectGovernance OrganizationalPMCompetency ProjectSystemsandControls OrganizationalPMCompetency RequirementsManagement ProjectGovernance ProjectGovernance ProjectSystemsandControls ProjectSystemsandControls OrganizationalPMCompetency ProjectGovernance ProjectSystemsandControls ProjectSystemsandControls ProjectSystemsandControls

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'Other'FeaturesConceptMap
StatementNo 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 Normalized Ranking 3 4 3 4 1 5 4 3 2 3 2 4 4 5 3 3 4 3 4 1 3 3 4 4 4 Feature Usingbestpracticeframeworkagreementswithcontractorsandsupplierstogetherwithprocurement schedulesincludingriskregisterandvisitfactories Betterlogicalstructurerequiredforcontrolmechanismsforstartupanddocumentedchangecontrols DevelopingpostimplementationreviewtoolsforPMs Specificprogrammeintroducedtoimproveprojectmanagementmaturityacrossorganization Holisticplanningintroducedbut'blame'culturestillapparentforanyprojectfailures(E/R) Betterunderstanding,clarificationanddocumentationofownerrequirementsandspecificgoalsand objectivespriortostartofprojects Moretimelydecisionmakingobserved Commissioningarrangementsimprovedwithgreaterpolicymakinginvolvement Highlevelvaluebasedbehavioursbeingobservedreplacingpuremissionstatements Safetycultureprograminstigated Mockuptesting;constructioninterfacingmaterials;incrementalfieldtestingfieldspecificrequirements introduced Improveexperiencediversityinteamsandmanagement ProjectownershipnowpartofPMframework Formalchangemanagementsystemintroduced Introducetrainingworkshopswithcasestudiesfocusingonprojectdeliveryratherthanmanagementasa corecompetency Usingdetailedstagemodellinginprogrammetopreventresourceconflicts Organisationnowseekingmatureandexperiencedprojectmanagerswithasenseofperspective Emphasisbeingplacedon'management'education Definedprocesswithownerforcommissioningandhandover PoorriskmanagementpartiallymitigatedbyPMescalationtoclient(E/R) UsingcentralisedwebbasedElectronicDocumentControlsystemforgreatertraceability,efficiencyand easeofuse Leadershipbehaviourchangingforbetter ApplysimpleandconcisePMmethodology CoachingandmentoringtoovercomeculturalresistancetointroductionofPMF Partneringanddevelopingsupplierrelationshipsratherthandependingsolelyuponcontractprovisions Concept OrganizationalPMCompetency ProjectSystemsandControls OrganizationalPMCompetency OrganizationalPMCompetency ProjectGovernance RequirementsManagement ProjectGovernance RequirementsManagement ProjectGovernance ProjectGovernance ProjectSystemsandControls ProjectTeamCompetency Tailoring ProjectSystemsandControls ProjectTeamCompetency ProjectSystemsandControls ProjectTeamCompetency ProjectTeamCompetency ProjectSystemsandControls RequirementsManagement ProjectSystemsandControls ProjectGovernance Tailoring ProjectTeamCompetency OrganizationalPMCompetency

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'Other'FeaturesConceptMap
StatementNo Normalized Ranking Feature AlignPMframeworktemplateswithnewfinancialpolicies;provideadequateresources&trainingto introduce&supportthis;&adoptrealoptionsapproachtomakeitasystemsellingpoint Trainingonhowtosay'no'andretaincustomerrelationshipbeinginstigated Weeklyprogressreportingonmilestonesatteammeetings EducationandprovisionofnewmanualofPMmethodology(process)forkeystakeholders(includingusers, projectleaders&projectadministrators) MoreagilePMframework/methodologybeingapplied Furtheruseofenhancedrisktoolstoquantifyriskandmanagecontingencyandbetter'readingbetweenthe lines'tofullycaptureallpossiblerisks Keepingexecutivesfullyinformedofgoals,processandissuestoreceivedirection Organizationprovidingeffectivedevelopment,trainingandmanagementofsuitableresources Concept

78 79 80 81 82 83 84 85

3 2 5 3 2 3 5 5

OrganizationalPMCompetency ProjectTeamCompetency ProjectGovernance OrganizationalPMCompetency Tailoring RequirementsManagement ProjectGovernance ProjectTeamCompetency

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